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Session 7 Everything You Should Know About PMP & CAPM Certifications

This document discusses PMP® and CAPM® certifications, detailing eligibility criteria, examination structure, and preparation strategies. It emphasizes the importance of project management education and outlines the benefits of these certifications for career advancement. Additionally, the text covers key aspects such as application processes, examination formats, and ongoing credential maintenance requirements.

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Everything You Should Know About PMP® & CAPM® Certifications Seshne Govender vCare Project Management Session - 7 www.vcareprojectmanagement.com
I am the Founder and Director of Fundamental Project Management, having over 15 years of experience as a Program and Project Manager managing numerous large successful deliveries with complex IT components in the Financial Services, Telecommunications, and Retail Sectors of South Africa. This journey has provided me with invaluable experience in the Project Management career path. Started my career as an Engineer, studied Chemical Engineering in South Africa. Within a short time, found my passion in projects in the Banking Industry. I have worked in diverse roles such as Process Engineer, Business Analyst, Project Manager, and finally, Program Manager: A career that provided joy to me for many years. A certified Program Management Professional (PgMP)® and Project Management Professional (PMP)®, which were invaluable in my Project Management Journey. I am passionate about training, coaching, and mentoring people along the Project Management career path. Successful Program Manager, Project Manager & Trainer Seshne Govender Project Management Expert
PMP® & C APM® Certifications Exam Preparation - Practice Questions Session - 7
Key Takeaways Session 1 to Session 6 Recap Refresher CAPM® & PMP® Exam - Formulas CAPM® Exam Preparation - Practice Questions PMP® Exam Preparation - Practice Questions Frequently Asked Questions Upcoming Session Roadmap
SESSION - 1 CAPM® & PMP® Certifications Eligibility, Timeline, Maintain CAPM® & PMP®certification https://youtu.be/XG-biVv6VnM RECAP
EDUCATIONAL BACKGROUND PROJECT MANAGEMENT EXPERIENCE If you have a four-year degree If you have a high school diploma or associate degree You will need 36 months of experience leading projects within the last eight years. In addition, 35 hours of project management education/training is required. If you have the CAPM® certification, then this can be used for the education. You will require 60 months of experience leading projects within the past eight years. In addition, 35 hours of project management education/training /CAPM® certification. PMP® EXAM CRITERIA EDUCATIONAL BACKGROUND Have a secondary degree, such as a high school diploma, GED (general educational development), or global equivalent C APM® EXAM CRITERIA Have at least 23 contact hours of project management education completed before the exam (PMI’s online Project Management Basics course can help fulfill this requirement)
TIMELINE CAPM® & PMP® DATE OF PASSING 1 YEAR Application Submission 90 DAYS 5-7 DAYS Application Completeness Review Audit Process 24 HOURS Credential Maintenance 3 YEARS Certification Cycle Exam Window Application Payment Process SCHEDULE EXAM (if your application is selected) You have 90 days to complete the audit process (Max 3 attempts during this 1 year) (Your certification cycle begins the day you pass the exam and are bestowed the credential ) (You are required to earn and report 15 PDUs for CAPM® & 60 PDUs for PMP® - within this 3- year cycle ) Source: PMI CAPM® & PMP® Handbook
MAINTAIN YOUR CAPM® & PMP® CERTIFICATION Credential Maintenance 3 YEARS 1 YEAR Credential Renewal Credential Suspension 15 PDUs - CAPM® 60 PDUs - PMP® Credential Expiration SUSPENSION Occurs on the third anniversary of the day you passed the exam if you have not fulfilled the Continuing Certification Requirements. Until the certification is renewed, you are unable to use the CAPM®/PMP® Designation (You are required to earn and report 15 PDUs (CAPM®), 60 PDUs (PMP®) - within this 3-year cycle ) You can complete the renewal process once you have earned and reported 15 PDUs (CAPM®), 60 PDUs (PMP®) per the requirements and submit renewal fees After Credential Expiration Occurs at the end of your suspension period if you did not fulfill the Continuing Certification Requirements toward credential maintenance and renewal. (Reapply} Source: PMI CAPM® & PMP® Handbook
SESSION - 2 CAPM® & PMP® Certifications Application Process PMP® &CAPM® Total Questions Exam Reference List https://youtu.be/o6qPCzCsXVk RECAP
FULFILL ELIGIBILITY CRITERIA COMPLETE APPLICATION APPLICATION REVIEW PAYMENT SCHEDULE EXAM APPOINTMENT APPLICATION PROCESS
The CAPM® examination is comprised of 150 multiple-choice questions Of the 150 questions, 15 are considered pretest questions Pretest questions do not affect the score and are used in examinations as an effective and legitimate way to test the validity of future examination questions CAPM® EXAMINATION QUESTIONS 135 No. of Scored Questions 15 No. of Pretest (Unscored) Questions 150 Total Examination Questions 3 hrs Allotted Examination Time
The PMP® examination is comprised of 180 multiple-choice questions Of the 180 questions, 5 are considered pretest questions Pretest questions do not affect the score and are used in examinations as an effective and legitimate way to test the validity of future examination questions PMP® EXAMINATION QUESTIONS 175 No. of Scored Questions 5 No. of Pretest (Unscored) Questions 180 Total Examination Questions 230 Allotted Examination Time
CAPM® NEW EXAM REFERENCE LIST PMBOK® Seventh Edition Business Analysis for Practitioners: A Practice Guide PMI Effective Project Management: Traditional, Agile, Extreme, Hybrid Robert K. Wysocki The Agile Practice Guide Project Management Answer Book, 2nd Edition Jeff Furman The PMI Guide to Business Analysis (December 2017) PMI
STUDY MATERIALS & BOOKS TO BE REFERRED - PMP® Effective Project Management: Traditional, Agile, Extreme, Hybrid Information Technology Project Management – Seventh Edition Project Managers Portable Handbook – Third Edition Project Management: A Systems Approach to Planning, Scheduling, and Controlling Project Management: The Managerial Process The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right The Agile Practice Guide Fundamentals of technology Project Management – Second Edition Essential Scrum: A Practical Guide to the most popular Agile Process Process Groups A Practical Guide PMBOK® Seventh Edition
SESSION - 3 CAPM® & PMP® Certifications Domains Tasks Understanding PMBOK® Guide https://youtu.be/9lLg998xFek RECAP
Demonstrate an understanding of the various project life cycles and processes. Demonstrate an understanding of project management planning. Demonstrate an understanding of project roles and responsibilities. Determine how to follow and execute planned strategies or frameworks (e.g., communication, risks, etc.). Demonstrate an understanding of common problem-solving tools and techniques. Explain when it is appropriate to use a predictive, plan-based approach. Demonstrate an understanding of a project management plan schedule. Determine how to document project controls of predictive, plan-based projects. Explain when it is appropriate to use an adaptive approach. Determine how to plan project iterations. Determine how to document project controls for an adaptive project. Explain the components of an adaptive plan. Determine how to prepare and execute task management steps. Project Management Fundamentals and Core Concepts (5 Tasks) (3 Tasks) (5 Tasks) 36% 17% 20% Predictive, Plan-Based Methodologies Agile Frameworks / Methodologies Demonstrate an understanding of business analysis (BA) roles and responsibilities. Determine how to conduct stakeholder communication. Determine how to gather requirements. Demonstrate an understanding of product roadmaps. Determine how project methodologies influence business analysis processes. Validate requirements through product delivery. 27% Business Analysis Frameworks (6 Tasks)
Build a team Define team ground rules Build a shared understanding of the project Negotiate project agreements Empower team members and stakeholders Ensure team members/stakeholders are adequately trained Engage and support virtual teams Collaborate with stakeholders Lead a team Address and get rid of team barriers, obstacles, and blockers Support team performance Manage conflict Mentoring appropriate stakeholders Enhance group success by utilizing emotional intelligence Plan and manage the scope Plan and manage budget and resources Plan and manage the schedule Plan and manage the quality of products and deliverables Integrate project planning activities Plan and manage procurement Determine appropriate project methodology / methods and practices Establish project governance structure Plan and manage project / phase closure Execute projects to deliver business value Manage communications Assess and manage risks Engage stakeholders Manage project artifacts Manage project changes Manage project issues Ensure knowledge transfer for project continuity Plan and manage project compliance. Evaluate and deliver project benefits and value Evaluate and address external business environment changes for impact on the scope Support organizational change People Domain Process Domain Business Environment Domain (14 Tasks) (17 Tasks) (4 Tasks) 42% 50% 8%
STRUCTURE OF THE PMBOK® GUIDE Introduction Project Performance Domains Tailoring Models, Methods, and Artifacts Project Performance
SESSION - 4 CAPM® & PMP® Certifications Waterfall Agile Hybrid Benefits of PMI Certifications https://youtu.be/ARzQCP-2XWU RECAP
Release Release Waterfall Define Build Release Risk Define Build Release Define Build Define Build Risk Agile Hybrid
Benefits of PMI Certifications in International Market YOU WILL ENHANCE YOUR CAREER OPPORTUNITIES YOU WILL BE RECOGNIZED AS AN EXPERIENCED PROFESSIONAL YOU WILL SPEAK THE RIGHT LANGUAGE YOU WILL LEARN NEW SKILLS YOU WILL (PROBABLY) EARN MORE MONEY YOU WILL DEMONSTRATE YOUR DEDICATION
SESSION - 5 CAPM® & PMP® Certifications What you need to do? Exam Ready? Test Taking Suggestions https://youtu.be/lX_Sm90E2ZU RECAP
PMP® Domains 42% 50% 8% People Process Business Environment Start with the Process Domain and ensure thorough understanding of the content before moving on to the People and Business Environment. What you need to do to earn the CAPM® & PMP® Credential? Reach out to accomplished SMEs and professionals in project management on LinkedIn. Clarify all doubts. Watch and read the Lessons learned and success stories from existing CAPM®s & PMP®s. Choose the Right Trainer & Mentor. Engage with right study group for exam prep. Walk into the exam center with confidence.
How to check if you are ready for the exam? Do the mock/practice exam in exam like conditions Use only the reputed Question Banks Don’t just use free content Consistency in score of mock exam (70%-80%) 1 2 3 4
Use your time wisely. Answer questions ahead of time. Read each question carefully and thoroughly. Read all answers, even if you think that your first choice is correct. Confirm your answer. Do not spend too much time on any one question. If you are stumped by a question, you should guess, mark it for later and move on. Remember you have only 4 hours i.e. 240 mins and you have under 1.5 mins per question. If you do not know the answer, guess and review it later. Make sure you answer each question in the 4 hour time period. Once all questions are done, you should go back and review your marked questions. Test Taking Suggestions
SESSION - 6 CAPM® & PMP® Certifications What to Focus? Agile, Hybrid - Q&A Approach Predictive, Agnostic - Q&A Approach https://youtu.be/bqRklI-RSLc RECAP
“The questions are evenly distributed throughout all chapters. Therefore, pay attention to the entire PMBOK® Guide. Don’t skip any concepts. Move on to the next chapter once you have a good command of the current one.” PMBOK® Based Questions What to Focus? (CAPM® & PMP®)
Agile, Hybrid - Q&A Approach (CAPM® & PMP® Exam) Understanding Hybrid Project Life Cycles Questions Based on “How to select an appropriate lifecycle for a given situation? Questions Based on “How would you integrate Agile and Predictive cycle parts of a project?” Hybrid Approach Standard agile methodology. Tools, and techniques. How to integrate the agile approach properly into a project environment, when beneficial. Agile Approach The CAPM® &PMP® certification exam requires you to understand
Predictive, Agnostic - Q&A Approach (CAPM® & PMP® Exam) Understanding Traditional Methodologies Predictive Life Cycle vs Adaptive Life Cycle Understanding when to use Predictive Approach Predictive Approach Agnostic Approach What should the project manager do next? What should the project manager do first? How could have the project manager prevented the situation from happening? The CAPM® & PMP® certification exam questions based;
Key Formulas to focus for CAPM® & PMP® Exam 1 2 3 4 5
Key Formulas to focus for CAPM® & PMP® Exam 6 7 8 9 10
Key Formulas to focus for CAPM® & PMP® Exam 11 12 13 14 15
Key Formulas to focus for CAPM® & PMP® Exam 16 17 18 19 20
Key Formulas to focus for CAPM® & PMP® Exam 21 22 23 24 25
Sample Exam Like Questions
25% to 50% 20% to 40% 10% to 20% 5% to 10% a. b. c. d. A project team consists of five team members, each contributing only 25% of their time. If task-switching leads to a productivity loss of between 20% and 40% of their dedicated time, what is the total productivity loss across all five team members?
25% to 50% 20% to 40% 10% to 20% 5% to 10% a. b. c. d. A project team consists of five team members, each contributing only 25% of their time. If task-switching leads to a productivity loss of between 20% and 40% of their dedicated time, what is the total productivity loss across all five team members?
How does the product owner rank (prioritize) the work in an agile project? Based on the team’s availability. Based on the effort required. Based on the business value. Based on the project schedule. a. b. c. d.
How does the product owner rank (prioritize) the work in an agile project? Based on the team’s availability. Based on the effort required. Based on the business value. Based on the project schedule. a. b. c. d.
A project manager is managing a new project for the organization. Which of the following leadership style is most likely to be used in this scenario? Transformational leadership Directive leadership Laissez-faire leadership Servant leadership a. b. c. d.
A project manager is managing a new project for the organization. Which of the following leadership style is most likely to be used in this scenario? Transformational leadership Directive leadership Laissez-faire leadership Servant leadership a. b. c. d.
In stakeholder engagement prioritization, which factor should the project manager consider the most important? Stakeholders with the highest level of power and interest. Stakeholders with the lowest level of power and interest. Stakeholders with the highest level of power and the lowest level interest. Stakeholders with the highest level of interest and involvement. a. b. c. d.
In stakeholder engagement prioritization, which factor should the project manager consider the most important? Stakeholders with the highest level of power and interest. Stakeholders with the lowest level of power and interest. Stakeholders with the highest level of power and the lowest level interest. Stakeholders with the highest level of interest and involvement. a. b. c. d.
A project manager is working on a project and the project sponsor wants to ensure that the project delivers the intended. What should the project manager do? Focus solely on delivering the project’s specific deliverables. Communicate with stakeholders to understand the vision and purpose of the project. Complete the project as per the defined scope and requirements. Complete the project as per the defined scope. a. b. c. d.
A project manager is working on a project and the project sponsor wants to ensure that the project delivers the intended. What should the project manager do? Focus solely on delivering the project’s specific deliverables. Communicate with stakeholders to understand the vision and purpose of the project. Complete the project as per the defined scope and requirements. Complete the project as per the defined scope. a. b. c. d.
A new wildlife reserve project will have a staff of approximately 80 experts, builders, and logistics workers with exposure to various safety risks. The project manager wants a scalable approach combining flexibility and team dynamics with traditional safeguards. Which option could be used to tailor a hybrid project of this nature? Crystal Methods eXtreme Programming (XP) Behavior-Driven Development Monte Carlo Simulation a. b. c. d.
A new wildlife reserve project will have a staff of approximately 80 experts, builders, and logistics workers with exposure to various safety risks. The project manager wants a scalable approach combining flexibility and team dynamics with traditional safeguards. Which option could be used to tailor a hybrid project of this nature? Crystal Methods eXtreme Programming (XP) Behavior-Driven Development Monte Carlo Simulation a. b. c. d.
A large project includes functional groups in four (4) countries, a steering committee, and a project sponsor. As the project approaches completion, the project manager must prepare the closeout documents. How should the project manager obtain appropriate signoff on the acceptance of project deliverables? The project sponsor should be asked to sign off. The steering committee should be asked to sign off. The four managers from the four countries should be asked to sign off. All of the parties involved should be asked to sign off. a. b. c. d.
A large project includes functional groups in four (4) countries, a steering committee, and a project sponsor. As the project approaches completion, the project manager must prepare the closeout documents. How should the project manager obtain appropriate signoff on the acceptance of project deliverables? The project sponsor should be asked to sign off. The steering committee should be asked to sign off. The four managers from the four countries should be asked to sign off. All of the parties involved should be asked to sign off. a. b. c. d.
The legal team informs the product owner that another company owns a patent for an innovation used in the agile team's product, which is now 75% complete. What should the product owner do to determine the appropriate way forward? Work with the legal department to find markets where the patent is NOT registered. Perform marginal economics analysis and identify minimum releasable features. Terminate the project immediately to prevent any further sunken costs. Continue work on the product after removing the patented component. a. b. c. d.
The legal team informs the product owner that another company owns a patent for an innovation used in the agile team's product, which is now 75% complete. What should the product owner do to determine the appropriate way forward? Work with the legal department to find markets where the patent is NOT registered. Perform marginal economics analysis and identify minimum releasable features. Terminate the project immediately to prevent any further sunken costs. Continue work on the product after removing the patented component. a. b. c. d.
A project manager leaves the company and is replaced. The new project manager is excited to start guiding the team toward project success. What should the new project manager do first? Review the project charter to identify goals and deliverables. Review the project diary and look fornotes made by the former project manager. Modify the project schedule, adding a new activity related to the knowledge transfer process. Revisit the project budget and schedule to determine if extra time is required. a. b. c. d.
A project manager leaves the company and is replaced. The new project manager is excited to start guiding the team toward project success. What should the new project manager do first? Review the project charter to identify goals and deliverables. Review the project diary and look fornotes made by the former project manager. Modify the project schedule, adding a new activity related to the knowledge transfer process. Revisit the project budget and schedule to determine if extra time is required. a. b. c. d.
The agile team will take over from another supplier to maintain a client's website. The team notices that recent browser changes imply that most of the website's existing content would now require users to install a plug-in. How should the agile team move forward? Inform the client and propose an impact analysis. Update all pre-existing code to remove plug-in dependencies. Inform the client about the previous supplier's negligence. Deliver the code updates as defined in the contract a. b. c. d.
The agile team will take over from another supplier to maintain a client's website. The team notices that recent browser changes imply that most of the website's existing content would now require users to install a plug-in. How should the agile team move forward? Inform the client and propose an impact analysis. Update all pre-existing code to remove plug-in dependencies. Inform the client about the previous supplier's negligence. Deliver the code updates as defined in the contract a. b. c. d.
How do you communicate and collaborate with other departments on product quality issues and improvements?
Key Steps to Follow Identify quality, goals and metrics Establish cross-functional teams Implement quality improvement actions Communicate quality results and feedback 1 2 3 4
Audience Questions
PMP® & C APM® Certifications Exam Practice Questions & Answers Session - 8
CAPM® Exam Preparation - Practice Questions PMP® Exam Preparation - Practice Questions Frequently Asked Questions Session - 8 Agenda 24 January'24 th
UPCOMING SESSIONS 09:00 AM - 10:00 AM (CST) 10:00 AM - 11:00 AM (EST) 12:00 PM - 01:00 PM (BRT) 03:00 PM - 04:00 PM (GMT) 04:00 PM - 05:00 PM (CET/WAT) 05:00 PM - 06:00 PM (SAST) 06:00 PM - 07:00 PM (AST/EAT) 07:00 PM - 08:00 PM (GST) 08:30 PM - 09:30 PM (IST) 10:00 PM - 11:00 PM (WIB) Time: Session 8: 24 January'24 th
C vCare Project Management seshne@vcareprojectmanagement.com +27 722997173 Registered Address: 325 N. Saint Paul St, Suite 3100, Dallas, TX 75201, USA www.vcareprojectmanagement.com EIN: 35-2657414 Disclaimer • PMP, PMI, PMBOK, CAPM, PgMP, PfMP, PBA, RMP, ACP, SP, DA, DASM, DASSM, ATP and OPM3 are registered marks of the Project Management Institute, Inc.

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Session 7 Everything You Should Know About PMP & CAPM Certifications

  • 1.
    Everything You ShouldKnow About PMP® & CAPM® Certifications Seshne Govender vCare Project Management Session - 7 www.vcareprojectmanagement.com
  • 2.
    I am theFounder and Director of Fundamental Project Management, having over 15 years of experience as a Program and Project Manager managing numerous large successful deliveries with complex IT components in the Financial Services, Telecommunications, and Retail Sectors of South Africa. This journey has provided me with invaluable experience in the Project Management career path. Started my career as an Engineer, studied Chemical Engineering in South Africa. Within a short time, found my passion in projects in the Banking Industry. I have worked in diverse roles such as Process Engineer, Business Analyst, Project Manager, and finally, Program Manager: A career that provided joy to me for many years. A certified Program Management Professional (PgMP)® and Project Management Professional (PMP)®, which were invaluable in my Project Management Journey. I am passionate about training, coaching, and mentoring people along the Project Management career path. Successful Program Manager, Project Manager & Trainer Seshne Govender Project Management Expert
  • 3.
    PMP® & C APM®Certifications Exam Preparation - Practice Questions Session - 7
  • 4.
    Key Takeaways Session 1to Session 6 Recap Refresher CAPM® & PMP® Exam - Formulas CAPM® Exam Preparation - Practice Questions PMP® Exam Preparation - Practice Questions Frequently Asked Questions Upcoming Session Roadmap
  • 5.
    SESSION - 1 CAPM®& PMP® Certifications Eligibility, Timeline, Maintain CAPM® & PMP®certification https://youtu.be/XG-biVv6VnM RECAP
  • 6.
    EDUCATIONAL BACKGROUND PROJECTMANAGEMENT EXPERIENCE If you have a four-year degree If you have a high school diploma or associate degree You will need 36 months of experience leading projects within the last eight years. In addition, 35 hours of project management education/training is required. If you have the CAPM® certification, then this can be used for the education. You will require 60 months of experience leading projects within the past eight years. In addition, 35 hours of project management education/training /CAPM® certification. PMP® EXAM CRITERIA EDUCATIONAL BACKGROUND Have a secondary degree, such as a high school diploma, GED (general educational development), or global equivalent C APM® EXAM CRITERIA Have at least 23 contact hours of project management education completed before the exam (PMI’s online Project Management Basics course can help fulfill this requirement)
  • 7.
    TIMELINE CAPM® &PMP® DATE OF PASSING 1 YEAR Application Submission 90 DAYS 5-7 DAYS Application Completeness Review Audit Process 24 HOURS Credential Maintenance 3 YEARS Certification Cycle Exam Window Application Payment Process SCHEDULE EXAM (if your application is selected) You have 90 days to complete the audit process (Max 3 attempts during this 1 year) (Your certification cycle begins the day you pass the exam and are bestowed the credential ) (You are required to earn and report 15 PDUs for CAPM® & 60 PDUs for PMP® - within this 3- year cycle ) Source: PMI CAPM® & PMP® Handbook
  • 8.
    MAINTAIN YOUR CAPM® &PMP® CERTIFICATION Credential Maintenance 3 YEARS 1 YEAR Credential Renewal Credential Suspension 15 PDUs - CAPM® 60 PDUs - PMP® Credential Expiration SUSPENSION Occurs on the third anniversary of the day you passed the exam if you have not fulfilled the Continuing Certification Requirements. Until the certification is renewed, you are unable to use the CAPM®/PMP® Designation (You are required to earn and report 15 PDUs (CAPM®), 60 PDUs (PMP®) - within this 3-year cycle ) You can complete the renewal process once you have earned and reported 15 PDUs (CAPM®), 60 PDUs (PMP®) per the requirements and submit renewal fees After Credential Expiration Occurs at the end of your suspension period if you did not fulfill the Continuing Certification Requirements toward credential maintenance and renewal. (Reapply} Source: PMI CAPM® & PMP® Handbook
  • 9.
    SESSION - 2 CAPM®& PMP® Certifications Application Process PMP® &CAPM® Total Questions Exam Reference List https://youtu.be/o6qPCzCsXVk RECAP
  • 10.
  • 11.
    The CAPM® examinationis comprised of 150 multiple-choice questions Of the 150 questions, 15 are considered pretest questions Pretest questions do not affect the score and are used in examinations as an effective and legitimate way to test the validity of future examination questions CAPM® EXAMINATION QUESTIONS 135 No. of Scored Questions 15 No. of Pretest (Unscored) Questions 150 Total Examination Questions 3 hrs Allotted Examination Time
  • 12.
    The PMP® examinationis comprised of 180 multiple-choice questions Of the 180 questions, 5 are considered pretest questions Pretest questions do not affect the score and are used in examinations as an effective and legitimate way to test the validity of future examination questions PMP® EXAMINATION QUESTIONS 175 No. of Scored Questions 5 No. of Pretest (Unscored) Questions 180 Total Examination Questions 230 Allotted Examination Time
  • 13.
    CAPM® NEW EXAMREFERENCE LIST PMBOK® Seventh Edition Business Analysis for Practitioners: A Practice Guide PMI Effective Project Management: Traditional, Agile, Extreme, Hybrid Robert K. Wysocki The Agile Practice Guide Project Management Answer Book, 2nd Edition Jeff Furman The PMI Guide to Business Analysis (December 2017) PMI
  • 14.
    STUDY MATERIALS &BOOKS TO BE REFERRED - PMP® Effective Project Management: Traditional, Agile, Extreme, Hybrid Information Technology Project Management – Seventh Edition Project Managers Portable Handbook – Third Edition Project Management: A Systems Approach to Planning, Scheduling, and Controlling Project Management: The Managerial Process The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right The Agile Practice Guide Fundamentals of technology Project Management – Second Edition Essential Scrum: A Practical Guide to the most popular Agile Process Process Groups A Practical Guide PMBOK® Seventh Edition
  • 15.
    SESSION - 3 CAPM®& PMP® Certifications Domains Tasks Understanding PMBOK® Guide https://youtu.be/9lLg998xFek RECAP
  • 16.
    Demonstrate an understandingof the various project life cycles and processes. Demonstrate an understanding of project management planning. Demonstrate an understanding of project roles and responsibilities. Determine how to follow and execute planned strategies or frameworks (e.g., communication, risks, etc.). Demonstrate an understanding of common problem-solving tools and techniques. Explain when it is appropriate to use a predictive, plan-based approach. Demonstrate an understanding of a project management plan schedule. Determine how to document project controls of predictive, plan-based projects. Explain when it is appropriate to use an adaptive approach. Determine how to plan project iterations. Determine how to document project controls for an adaptive project. Explain the components of an adaptive plan. Determine how to prepare and execute task management steps. Project Management Fundamentals and Core Concepts (5 Tasks) (3 Tasks) (5 Tasks) 36% 17% 20% Predictive, Plan-Based Methodologies Agile Frameworks / Methodologies Demonstrate an understanding of business analysis (BA) roles and responsibilities. Determine how to conduct stakeholder communication. Determine how to gather requirements. Demonstrate an understanding of product roadmaps. Determine how project methodologies influence business analysis processes. Validate requirements through product delivery. 27% Business Analysis Frameworks (6 Tasks)
  • 17.
    Build a team Defineteam ground rules Build a shared understanding of the project Negotiate project agreements Empower team members and stakeholders Ensure team members/stakeholders are adequately trained Engage and support virtual teams Collaborate with stakeholders Lead a team Address and get rid of team barriers, obstacles, and blockers Support team performance Manage conflict Mentoring appropriate stakeholders Enhance group success by utilizing emotional intelligence Plan and manage the scope Plan and manage budget and resources Plan and manage the schedule Plan and manage the quality of products and deliverables Integrate project planning activities Plan and manage procurement Determine appropriate project methodology / methods and practices Establish project governance structure Plan and manage project / phase closure Execute projects to deliver business value Manage communications Assess and manage risks Engage stakeholders Manage project artifacts Manage project changes Manage project issues Ensure knowledge transfer for project continuity Plan and manage project compliance. Evaluate and deliver project benefits and value Evaluate and address external business environment changes for impact on the scope Support organizational change People Domain Process Domain Business Environment Domain (14 Tasks) (17 Tasks) (4 Tasks) 42% 50% 8%
  • 18.
    STRUCTURE OF THEPMBOK® GUIDE Introduction Project Performance Domains Tailoring Models, Methods, and Artifacts Project Performance
  • 19.
    SESSION - 4 CAPM®& PMP® Certifications Waterfall Agile Hybrid Benefits of PMI Certifications https://youtu.be/ARzQCP-2XWU RECAP
  • 20.
  • 21.
    Benefits of PMICertifications in International Market YOU WILL ENHANCE YOUR CAREER OPPORTUNITIES YOU WILL BE RECOGNIZED AS AN EXPERIENCED PROFESSIONAL YOU WILL SPEAK THE RIGHT LANGUAGE YOU WILL LEARN NEW SKILLS YOU WILL (PROBABLY) EARN MORE MONEY YOU WILL DEMONSTRATE YOUR DEDICATION
  • 22.
    SESSION - 5 CAPM®& PMP® Certifications What you need to do? Exam Ready? Test Taking Suggestions https://youtu.be/lX_Sm90E2ZU RECAP
  • 23.
    PMP® Domains 42% 50%8% People Process Business Environment Start with the Process Domain and ensure thorough understanding of the content before moving on to the People and Business Environment. What you need to do to earn the CAPM® & PMP® Credential? Reach out to accomplished SMEs and professionals in project management on LinkedIn. Clarify all doubts. Watch and read the Lessons learned and success stories from existing CAPM®s & PMP®s. Choose the Right Trainer & Mentor. Engage with right study group for exam prep. Walk into the exam center with confidence.
  • 24.
    How to checkif you are ready for the exam? Do the mock/practice exam in exam like conditions Use only the reputed Question Banks Don’t just use free content Consistency in score of mock exam (70%-80%) 1 2 3 4
  • 25.
    Use your timewisely. Answer questions ahead of time. Read each question carefully and thoroughly. Read all answers, even if you think that your first choice is correct. Confirm your answer. Do not spend too much time on any one question. If you are stumped by a question, you should guess, mark it for later and move on. Remember you have only 4 hours i.e. 240 mins and you have under 1.5 mins per question. If you do not know the answer, guess and review it later. Make sure you answer each question in the 4 hour time period. Once all questions are done, you should go back and review your marked questions. Test Taking Suggestions
  • 26.
    SESSION - 6 CAPM®& PMP® Certifications What to Focus? Agile, Hybrid - Q&A Approach Predictive, Agnostic - Q&A Approach https://youtu.be/bqRklI-RSLc RECAP
  • 27.
    “The questions areevenly distributed throughout all chapters. Therefore, pay attention to the entire PMBOK® Guide. Don’t skip any concepts. Move on to the next chapter once you have a good command of the current one.” PMBOK® Based Questions What to Focus? (CAPM® & PMP®)
  • 28.
    Agile, Hybrid -Q&A Approach (CAPM® & PMP® Exam) Understanding Hybrid Project Life Cycles Questions Based on “How to select an appropriate lifecycle for a given situation? Questions Based on “How would you integrate Agile and Predictive cycle parts of a project?” Hybrid Approach Standard agile methodology. Tools, and techniques. How to integrate the agile approach properly into a project environment, when beneficial. Agile Approach The CAPM® &PMP® certification exam requires you to understand
  • 29.
    Predictive, Agnostic -Q&A Approach (CAPM® & PMP® Exam) Understanding Traditional Methodologies Predictive Life Cycle vs Adaptive Life Cycle Understanding when to use Predictive Approach Predictive Approach Agnostic Approach What should the project manager do next? What should the project manager do first? How could have the project manager prevented the situation from happening? The CAPM® & PMP® certification exam questions based;
  • 30.
    Key Formulas tofocus for CAPM® & PMP® Exam 1 2 3 4 5
  • 31.
    Key Formulas tofocus for CAPM® & PMP® Exam 6 7 8 9 10
  • 32.
    Key Formulas tofocus for CAPM® & PMP® Exam 11 12 13 14 15
  • 33.
    Key Formulas tofocus for CAPM® & PMP® Exam 16 17 18 19 20
  • 34.
    Key Formulas tofocus for CAPM® & PMP® Exam 21 22 23 24 25
  • 35.
  • 36.
    25% to 50% 20%to 40% 10% to 20% 5% to 10% a. b. c. d. A project team consists of five team members, each contributing only 25% of their time. If task-switching leads to a productivity loss of between 20% and 40% of their dedicated time, what is the total productivity loss across all five team members?
  • 37.
    25% to 50% 20%to 40% 10% to 20% 5% to 10% a. b. c. d. A project team consists of five team members, each contributing only 25% of their time. If task-switching leads to a productivity loss of between 20% and 40% of their dedicated time, what is the total productivity loss across all five team members?
  • 38.
    How does theproduct owner rank (prioritize) the work in an agile project? Based on the team’s availability. Based on the effort required. Based on the business value. Based on the project schedule. a. b. c. d.
  • 39.
    How does theproduct owner rank (prioritize) the work in an agile project? Based on the team’s availability. Based on the effort required. Based on the business value. Based on the project schedule. a. b. c. d.
  • 40.
    A project manageris managing a new project for the organization. Which of the following leadership style is most likely to be used in this scenario? Transformational leadership Directive leadership Laissez-faire leadership Servant leadership a. b. c. d.
  • 41.
    A project manageris managing a new project for the organization. Which of the following leadership style is most likely to be used in this scenario? Transformational leadership Directive leadership Laissez-faire leadership Servant leadership a. b. c. d.
  • 42.
    In stakeholder engagementprioritization, which factor should the project manager consider the most important? Stakeholders with the highest level of power and interest. Stakeholders with the lowest level of power and interest. Stakeholders with the highest level of power and the lowest level interest. Stakeholders with the highest level of interest and involvement. a. b. c. d.
  • 43.
    In stakeholder engagementprioritization, which factor should the project manager consider the most important? Stakeholders with the highest level of power and interest. Stakeholders with the lowest level of power and interest. Stakeholders with the highest level of power and the lowest level interest. Stakeholders with the highest level of interest and involvement. a. b. c. d.
  • 44.
    A project manageris working on a project and the project sponsor wants to ensure that the project delivers the intended. What should the project manager do? Focus solely on delivering the project’s specific deliverables. Communicate with stakeholders to understand the vision and purpose of the project. Complete the project as per the defined scope and requirements. Complete the project as per the defined scope. a. b. c. d.
  • 45.
    A project manageris working on a project and the project sponsor wants to ensure that the project delivers the intended. What should the project manager do? Focus solely on delivering the project’s specific deliverables. Communicate with stakeholders to understand the vision and purpose of the project. Complete the project as per the defined scope and requirements. Complete the project as per the defined scope. a. b. c. d.
  • 46.
    A new wildlifereserve project will have a staff of approximately 80 experts, builders, and logistics workers with exposure to various safety risks. The project manager wants a scalable approach combining flexibility and team dynamics with traditional safeguards. Which option could be used to tailor a hybrid project of this nature? Crystal Methods eXtreme Programming (XP) Behavior-Driven Development Monte Carlo Simulation a. b. c. d.
  • 47.
    A new wildlifereserve project will have a staff of approximately 80 experts, builders, and logistics workers with exposure to various safety risks. The project manager wants a scalable approach combining flexibility and team dynamics with traditional safeguards. Which option could be used to tailor a hybrid project of this nature? Crystal Methods eXtreme Programming (XP) Behavior-Driven Development Monte Carlo Simulation a. b. c. d.
  • 48.
    A large projectincludes functional groups in four (4) countries, a steering committee, and a project sponsor. As the project approaches completion, the project manager must prepare the closeout documents. How should the project manager obtain appropriate signoff on the acceptance of project deliverables? The project sponsor should be asked to sign off. The steering committee should be asked to sign off. The four managers from the four countries should be asked to sign off. All of the parties involved should be asked to sign off. a. b. c. d.
  • 49.
    A large projectincludes functional groups in four (4) countries, a steering committee, and a project sponsor. As the project approaches completion, the project manager must prepare the closeout documents. How should the project manager obtain appropriate signoff on the acceptance of project deliverables? The project sponsor should be asked to sign off. The steering committee should be asked to sign off. The four managers from the four countries should be asked to sign off. All of the parties involved should be asked to sign off. a. b. c. d.
  • 50.
    The legal teaminforms the product owner that another company owns a patent for an innovation used in the agile team's product, which is now 75% complete. What should the product owner do to determine the appropriate way forward? Work with the legal department to find markets where the patent is NOT registered. Perform marginal economics analysis and identify minimum releasable features. Terminate the project immediately to prevent any further sunken costs. Continue work on the product after removing the patented component. a. b. c. d.
  • 51.
    The legal teaminforms the product owner that another company owns a patent for an innovation used in the agile team's product, which is now 75% complete. What should the product owner do to determine the appropriate way forward? Work with the legal department to find markets where the patent is NOT registered. Perform marginal economics analysis and identify minimum releasable features. Terminate the project immediately to prevent any further sunken costs. Continue work on the product after removing the patented component. a. b. c. d.
  • 52.
    A project managerleaves the company and is replaced. The new project manager is excited to start guiding the team toward project success. What should the new project manager do first? Review the project charter to identify goals and deliverables. Review the project diary and look fornotes made by the former project manager. Modify the project schedule, adding a new activity related to the knowledge transfer process. Revisit the project budget and schedule to determine if extra time is required. a. b. c. d.
  • 53.
    A project managerleaves the company and is replaced. The new project manager is excited to start guiding the team toward project success. What should the new project manager do first? Review the project charter to identify goals and deliverables. Review the project diary and look fornotes made by the former project manager. Modify the project schedule, adding a new activity related to the knowledge transfer process. Revisit the project budget and schedule to determine if extra time is required. a. b. c. d.
  • 54.
    The agile teamwill take over from another supplier to maintain a client's website. The team notices that recent browser changes imply that most of the website's existing content would now require users to install a plug-in. How should the agile team move forward? Inform the client and propose an impact analysis. Update all pre-existing code to remove plug-in dependencies. Inform the client about the previous supplier's negligence. Deliver the code updates as defined in the contract a. b. c. d.
  • 55.
    The agile teamwill take over from another supplier to maintain a client's website. The team notices that recent browser changes imply that most of the website's existing content would now require users to install a plug-in. How should the agile team move forward? Inform the client and propose an impact analysis. Update all pre-existing code to remove plug-in dependencies. Inform the client about the previous supplier's negligence. Deliver the code updates as defined in the contract a. b. c. d.
  • 57.
    How do youcommunicate and collaborate with other departments on product quality issues and improvements?
  • 58.
    Key Steps toFollow Identify quality, goals and metrics Establish cross-functional teams Implement quality improvement actions Communicate quality results and feedback 1 2 3 4
  • 59.
  • 60.
    PMP® & C APM®Certifications Exam Practice Questions & Answers Session - 8
  • 61.
    CAPM® Exam Preparation- Practice Questions PMP® Exam Preparation - Practice Questions Frequently Asked Questions Session - 8 Agenda 24 January'24 th
  • 62.
    UPCOMING SESSIONS 09:00 AM -10:00 AM (CST) 10:00 AM - 11:00 AM (EST) 12:00 PM - 01:00 PM (BRT) 03:00 PM - 04:00 PM (GMT) 04:00 PM - 05:00 PM (CET/WAT) 05:00 PM - 06:00 PM (SAST) 06:00 PM - 07:00 PM (AST/EAT) 07:00 PM - 08:00 PM (GST) 08:30 PM - 09:30 PM (IST) 10:00 PM - 11:00 PM (WIB) Time: Session 8: 24 January'24 th
  • 63.
    C vCare ProjectManagement [email protected] +27 722997173 Registered Address: 325 N. Saint Paul St, Suite 3100, Dallas, TX 75201, USA www.vcareprojectmanagement.com EIN: 35-2657414 Disclaimer • PMP, PMI, PMBOK, CAPM, PgMP, PfMP, PBA, RMP, ACP, SP, DA, DASM, DASSM, ATP and OPM3 are registered marks of the Project Management Institute, Inc.