PMP Exam Prep Course Preview

PMP is a registered mark of the Project Management Institute, inc.
Course Name : PMP
Version : INVL_PMP_CW_01_2.1
Course ID : PMGT - 103
PMP® Exam Prep Training
For the 6th Edition

2
About Invensis Learning
Invensis Learning is a leading certification training provider for individuals and enterprises globally. Our
expertise in providing globally-recognized IT & Technical certification courses has enabled us to be one
of the trusted certification training partners for many Fortune 500 organizations and Government
institutions worldwide. Invensis Learning has trained and certified thousands of professionals across a
wide-range of categories such as IT Service Management, Project Management, Quality Management,
IT Security and Governance, Cloud Computing, DevOps, Agile Project Management, and Digital
Courses. Invensis Learning’s certification training programs adhere to global standards such as PMI,
TUV SUD, AXELOS, ISACA, DevOps Institute, and PEOPLECERT.

3
What we Offer
We offer globally-recognized training and certifications in categories such as Project Management,
ITSM, Agile, Quality Management, Technology Training, Program Management and IT Security &
Governance.
ITSM Project Management Quality Management
Technology
Training
Agile & Scrum IT Security & Governance
ITIL Foundation PMP Project Rescue Six Sigma Yellow Belt Training Cloud Computing PMI-ACP COBIT5 Foundation
ITIL SD CAPM Project Scope Management Six Sigma Green Belt Training Big Data Scrum Training COBIT5 Implementation
ITIL SS PRINCE2 Project Schedule Management Six Sigma Black Belt Training Hadoop
DevOps
Foundation
COBIT5 Assessor
ITIL ST PgMP
Project Communications and
Stakeholder Management
Lean Six Sigma Green Belt Training .Net Technologies ISO/IEC 27001 Foundation
ITIL SO PMI-RMP Project Cost Management Lean Six Sigma Black Belt Training Data Warehousing
ITIL CSI P3O Project Procurement Management Introduction to Lean Training CISSP
ITIL RCV MSP Project Leadership Lean Fundamentals Program VC++, MCF
ITIL OSA Microsoft Project Change Management Lean Management Training
Advanced WCF,
WPF
ITIL SOA Microsoft Project Server
Implementing a Project Management
Office
Lean Manufacturing Training Advanced JAVA
ITIL PPO IT Project Management Managing Conflict in the Workplace Lean Processes and Tools Advanced J2EE
ITIL MALC
Project Management
Fundamentals - Overview
Negotiating in a Project Environment
Lean Six Sigma in Information
Technology
ISO 20000 Project Initiation Presentation Skills for Project Personnel Lean Six Sigma in Healthcare
Earned Value Management Project Estimating Techniques DFSS Yellow Belt Training
Project Risk Management Managing Multiple Projects DFSS Green Belt Training
Project Sponsorship DFSS Black Belt Training
Team Development MINITAB Training

4
PMP - Syllabus
Sl.
No.
Topics Slide No.
1 Introduction 8
2 Introduction to Project Management 21
3 Project Environment 48
4 Role of the Project Manager 58
5 Integration Management 74
6 Scope Management 112
7 Schedule Management 151
8 Cost Management 196
9 Quality Management 238
10 Resource Management 266
11 Communications Management 315
12 Risk Management 339
13 Procurement Management 377
14 Stakeholder Management 402

5
Copyright Notice
 PMI, PMP, and PMBOK are registered marks of the Project Management Institute, Inc.
 Materials in this class are based on the Project Management Institute, A Guide to the Project
Management Body of Knowledge, (PMBOK Guide) – Sixth Edition, Project Management Institute
Inc., 2017
 This PMP Courseware is a property of Invensis Learning. Reproduction of this courseware in its
entirety or in part is strictly prohibited.

6
PMP Training – Daily Agenda
Day 1 Day 2 Day 3 Day 4
Welcome
&
Introduction
Context &
PMI Processes
Recap Day 1 Recap Day 2 Recap Day 3
Integration Management
&
Scope Management
Schedule Management
&
Cost Management
Resource Management
&
Communication Management
Break Break Break Break
The Environment of
Project
Management
& The Role of the
PM
Schedule Management Quality Management Risk Management
Lunch Lunch Lunch Lunch
Integration
Management
Schedule Management
&
Cost Management
Resource Management
&
Communication Management
Procurement Management
&
Stakeholder Management
Break Break Break Break
Scope Management
Exercise, Discussions & Quiz
Sessions
Quiz sessions, Discussions Quiz Sessions & Discussions

7
Training Guidelines
 Beware personal experience and “real world”
 Slow the instructor down:
• Taking notes
• Asking questions
 Normal meeting etiquette:
• Cell phones
• Conversations

9
Introduction
Module 1
Objectives
After completing your PMP Exam Prep training, you will gain in-depth understanding of:
 Initiating a project
 Planning project work
 Developing Project schedules, cost estimates, and budgets
 Planning project staffing and communication
 Analyzing projects risks
 Planning and managing project procurement
 Monitoring and controlling of project work and more

10
Introduction
Module 1
About PMI
 Founded in 1969, PMI delivers value for more than 2.9 million professionals working in nearly every
country in the world through global advocacy, collaboration, education and research
 They are the leading not-for-profit professional membership association in the project management
domain
 They help to advance careers, improve organizational success and further mature the profession of
project management through their globally recognized standards, certifications, resources, tools,
academic research, publications, professional development courses and networking opportunities
 They offer eight certifications that recognize knowledge and competency, including the Project
Management Professional (PMP)® certification undertaken by more than 777,000 (as on Sep 2017)
practitioners and growing worldwide. Salaries and career opportunities for certification holders show
that employers recognize the value delivered by trained practitioners

11
Introduction
Module 1
About PMP
 The Project Management Professional (PMP)® certification is the most important industry-
recognized certification for project managers.
 You can find PMPs leading projects in nearly every country and, unlike other certifications that focus
on a geography or domain, the PMP® is truly global. As a PMP, you can work in virtually any
industry, with any methodology and in any location.
 The PMP certification can also provide a significant advantage when it comes to salary and earning
potential. Among survey respondents to PMI’s Earning Power Salary Survey, those with a PMP
certification garner a higher salary (20% higher on average) than those without a PMP certification.
*
 Employers benefit as well. When more than one-third of their project managers are PMP-certified,
organizations complete most of their projects on time, on budget of and by meeting original goals.
(Pulse of the Profession® study, PMI, 2015.)
 The PMP signifies that you speak and understand the global language of project management and
connects you to a community of professionals, organizations and experts worldwide. Become a
PMP and become a project hero.
 PMI knowledge expectations can be found at: https://www.pmi.org/certifications/types/project-
management-pmp

12
Introduction
Module 1
Route to PMP Certification
I want to acquire
PMP® Certification
Have Degree
qualification?
Yes
Have requisite
PM experience?
Yes
No
Have Diploma
qualification?
Yes
GATHER
Become a PMI® MemberAttend PMP Training
Prepare for PMP®
examination
Take PMP® exam from
Prometric Center
and clear the exam
Maintain
PMP® credential
No
4500
hours
7500
hours
Apply for PMP®
examination from
PMI® and get the approval

13
Introduction
Module 1
PMP Exam Syllabus
There are 5 Process Groups -
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing
There are 10 Knowledge Areas -
1. Project Integration Management
2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communication Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management
 Code of Ethics and Professional Conduct

14
Introduction
Module 1
PMP Exam: % Distribution of Questions
Initiating 13%
Planning 24%
Executing 31%
Monitoring and
Controlling
25%
Closing 7%
Initiating
Planning
Executing
Monitoring and
Controlling
Closing

15
Introduction
Module 1
PMP Exam Format
 Computerized at the Prometric Test Center
 Multiple choice (200 questions, 4 choices)
 4 hours: wordy questions / read ? first
 Passing score: 66% is a safe guide for passing score!!!
• 25 “pre-test” or control questions; do not count in score
• Need 106 of remaining 175 (approx. 61%)
• Beware: if all 25 control questions are correct but only 105 of the others; Your score is 65% (130/200) but you
would have failed by one question!!
 Test bank, random selection (more diverse than ever)
 Questions jump from topic to topic (no defined sections)
 No penalty for guessing (answer all questions)

16
Introduction
Module 1
Exam Tips and Strategies
 You must study all knowledge areas and process groups
 Be cautious when using free tests from the internet because they might not have been subject to
review
 Study the glossary last (you will know most of the material and the terms by then)
 Don’t memorize…you must understand
 The day before: normal sleep, dining and beverages
 You may not bring any personal item to the workstation
 Do the computer tutorial at the test site:
• - Approximately 15 minutes (does not count against your 4 hours)
• - 4 hour timer begins immediately upon completion of tutorial
• - Calm down (adrenaline will be pumping at first)
 Answer from PMI perspective and not your own experience (you will not always agree with PMI)
 Read carefully: find the pace that works for YOU (not too fast)

17
Introduction
Module 1
Exam Tips and Strategies
 Do the tutorial to settle your nerves
 Do a “brain dump” for 3 minutes when exam starts (at that point, time is going)
 A basic calculator will be provided (or the one on the computer)
 Answer everything the first round
 Mark questions for review (if you need; leave them marked and it does not impact your score)
 30 minutes into the exam, you should have completed 26–35 questions; If you have competed 45–
50, slow down. If your pace is slower, no need to panic, but mind your pace; check your pace apx.
every half how
 Always read all 4 possible answers
 Questions are mostly situational
 Expect some questions about inputs, outputs, tools and techniques
 Some questions could have terminology that is not familiar
 Pay attention to absolutes (“all,”, “only”, “must”, ”always”, “never” and to words like “except”, “ but”,
“not”
 Sometimes the possible responses are true statements, but they do not answer the question

18
Introduction
Module 1
Processes, Inputs, Tools, Outputs
 Many questions depend on your knowledge of inputs, tools, and outputs
 Use the tables and exercises provided (Units 14 & 15)
 Know the sequence of the processes in a knowledge area
 Examine the following summary of trends and patterns
Information
Typical Inputs
Documents
OPA
Plans
EEF
Actions
Typical Tools
Judgment
Analysis
Meetings & methodologies
Estimating
Systems
Outcomes
Typical Outputs
Documents
Updates
Change request
EEF=Enterprise Environmental Factors
OPA=Organizational Process Assets

19
Introduction
Module 1
PMP Exam Fee Structure
 PMI Membership Fees
 Annual Membership Fee - $129
 One time joining Fee - $10
 Certification Fees
 For members - $405
 For Non-members - $555

20
Introduction
Module 1
Any Questions?

Module 1 –
Introduction to Project Management

22
What is a Project?
A project is "a temporary endeavor undertaken to create a unique product, service or result"
 Temporary: Temporary nature of the project indicates a definite beginning and an end
 Unique: Although repetitive elements may be present in some project deliverables, this repetition
does not change the fundamental uniqueness of the project work
 Projects drive change: Projects drive change in organizations. From a business perspective, a
project is aimed at moving an organization from one state to another state in order to achieve a
specific objective
 Projects enable business value creation: PMI defines business value as the net quantifiable
benefit derived from a business endeavor. The benefit may be tangible, intangible, or both.
 Project Initiation Context: Organizational leaders initiate projects in response to factors acting
upon their organizations.
Module 1

23
What is Project Management
Module 1
(Reproduced from PMBOK® Guide)

24
Project Constraints: the “Old” Triple Constraints
 Cost, Schedule, and scope are called the triple constraint
 Project success is often measured against the triple constraint
 A change in one factor is likely to affect other factors
Other Constraints (must also be balanced with triple constraint):
 Quality
 Resources
 Risk
Cost Schedule
Scope
Module 1

25
Project Constraints: the “Old” Triple Constraints
Module 1

26
PMI Processes
 Processes and Process Groups
 Activities Aligned with Process Groups
 Project Information
 Building Blocks of the Body of Knowledge
 Mapping Processes, Process Groups, and Knowledge Areas
Module 1

27
Processes
 PMI defines a process as:
• A set of interrelated actions performed to achieve a pre-specified set of products, results, or services
 Processes fall into 3 categories:
• Processes used once or at predefined points in the project. The processes Develop Project Charter and
Close Project or Phase are examples.
• Processes that are performed periodically as needed. The process Acquire Resources is performed as
resources are needed. The process Conduct Procurements is performed prior to needing the procured item.
• Processes that are performed continuously throughout the project. The process Define Activities may
occur throughout the project life cycle, especially if the project uses rolling wave planning or an adaptive
development approach. Many of the monitoring and control processes are ongoing from the start of the project,
until it is closed out.
Module 1

28
Module 1
Project Management Process Groups as Part of the Lifecycle
 Each phase of a project is initiated,
planned, executed and closed
 Each phase is constantly monitored
and controlled
 For exam preparation, assume a large
multi-year project, in which all process
groups are formally applied in each
project phase
PMBOK Guide, 6th Edition, Figure 1-5

29
Project Lifecycle
 Phase gate: questions to ask
• Are we still on track?
• Scope-cost-schedule?
• Changes?
• Is the project still justified?
• Business case benefits?
• Risks?
• Lessons learned?
Module 1
Based on PMBOK Guide, 6th Edition, Figure 1-8

30
Process Group Activities: Initiating
Typical initiating activities include the following:
 Perform project assessment using:
• Available information
• Lessons learnt
• Meetings with stakeholders
• Purpose: evaluate feasibility of a new project
 Identify key deliverables and manage customer expectations
 Perform stakeholder analysis:
• Align expectations
• Gain support
 Establish goals and objectives
Module 1

31
Process Group Activities: Planning
Typical planning activities include the following:
 Review and assess detailed project requirements based on the project charter
 Develop detailed management plans:
• Change management, scope, schedule, cost
• Quality, Resource, communication
• Risk, procurement, stakeholder
 Create a detailed scope statement
 Determine who is needed on the project team
Module 1

32
Process Group Activities: Executing
Typical executing activities include the following:
 Set up a project organization
 Acquire, develop, and manage the project team
 Manage stakeholders
 Conduct team building
 Perform quality assurance
 Perform (execute) work packages
 Manage the flow of information per the communication plan
 Maintain stakeholder relationships and manage expectations
Exam
Tip
PMI sometimes refers Executing as Implementing
Module 1

33
Process Group Activities: Monitoring / Controlling
Typical monitoring and controlling activities include the following:
 Perform integrated change control
 Perform various control processes: scope, schedule, cost, quality, risk, procurement, and
stakeholder
 Measure and report project performance
 Monitor project variances: Plan minus Actual
 Take corrective action
 Capture, analyze, and manage lessons learned
 Monitor procurement activities to verify compliance
Module 1

34
Process Group Activities: Closing
Typical closing activities include the following:
 Review and accept project results
• Procurement audits
• Product verification
• Formal acceptance
 Transfer ownership of deliverables to appropriate stakeholders
 Evaluate project results (lessons learned)
 Update and archive records
 Obtain feedback from stakeholders
 Reassign resources (release team)
Module 1

35
Project Management Process Groups
Initiating
Process
Group
Planning
Process
Group
Executing
Process
Group
Monitoring
and Control
Process
Group
Closing
Process
Group
Level of
Process
Interaction
Start
Time
Finish
Module 1

36
Inputs, Tools & Techniques, Outputs
 Input:
• “Any item, whether internal or external to the project, which is required by a process before that
process proceeds. May be an output for a predecessor process.”
 Output:
• “A product, result or service generated by a process. May be an input to a successor process.”
 Tool:
• “Something tangible, such as a template or software program, used in performing an activity to
produce a product or result.”
 Technique:
• “A defined systematic procedure employed by a human resource to perform an activity to
produce a product or result or deliver a service, and that may employ one or more tools.”
Module 1
PMBOK Guide, 6th Edition, Figure 1-5
PMBOK Guide, 6th Edition, Glossary

37
Tools & Techniques
 Data Gathering Techniques – 9
• E.g., Brainstorming, benchmarking, surveys, etc.
 Data Analysis Techniques – 27
• E.g., Alternatives analysis, decision tree, cost-benefit, etc.
 Data Representation Techniques – 15
• E.g., Affinity diagrams, matrix diagrams, flowcharts, etc.
 Interpersonal and Team Skills - 17
• E.g., Active listening, emotional intelligence, etc.
 Decision-making Techniques – 2
 Communication Skills – 2
Module 1
PMBOK Guide, 6th Edition, Appendix X6

38
Projects vs. Operations
Projects Operations
Temporary Ongoing
Unique Product Standard Product
Definite start and end date Indefinite
Heterogeneous Teams Homogenous Teams
Module 1

39
Program and Program Management
Program:
A group of related projects, sub-programs and program activities managed in a coordinated way to
obtain benefits not available from managing them individually
 Programs are larger in scope than projects
 It is not clear when a program should end
 Programs have elements of on-going, cyclical operations
Program Management:
Activities applied to a program to meet program requirements and obtain benefits not available by
managing the projects individually
 Programs always contain related projects
 However, projects may exist separately from programs
Module 1

40
Portfolio and OPM
Portfolio:
A collection of projects, programs, and operations managed as a group to achieve strategic business
objectives
 One outcome of portfolio management would be the selection and initiation of a new project or
program
 New projects and programs should always align with strategic objectives
OPM (Organizational Project Management):
The overall strategy framework for pursuing organizational goals and objectives
 Projects, programs, and portfolios exist within this framework
Module 1

41
Project, Program, Portfolio
Module 1

42
Project Lifecycles
Module 1
 In a predictive life cycle, the project scope, time, and cost are determined in the early
phases of the life cycle. Any changes to the scope are carefully managed. Predictive
life cycles may also be referred to as waterfall life cycles.
 In an iterative life cycle, the project scope is generally determined early in the project
life cycle, but time and cost estimates are routinely modified as the project team’s
understanding of the product increases. Iterations develop the product through a series
of repeated cycles, while increments successively add to the functionality of the
product.
 In an incremental life cycle, the deliverable is produced through a series of iterations
that successively add functionality within a predetermined time frame. The deliverable
contains the necessary and sufficient capability to be considered complete only after
the final iteration.
 Adaptive life cycles are agile, iterative, or incremental. The detailed scope is defined
and approved before the start of an iteration. Adaptive life cycles are also referred to as
agile or change-driven life cycles. See Appendix X3.
 A hybrid life cycle is a combination of a predictive and an adaptive life cycle. Those
elements of the project that are well known or have fixed requirements follow a
predictive development life cycle, and those elements that are still evolving follow an
adaptive development life cycle.

43
Risk, Influence, and Changes
Module 1

44
Work Performance Data / Information / Reports
Project
Execution
Controlling
Processes
Overall Project
Control
Project
Management
Plan
Project
Communications
Project
Change
Control
Work Performance Data
Work Performance Information
Work Performance Reports
Change
Requests
Project
Management
Plan Updates
Project Team Members
Project Stakeholders
Reports
Module 1

45
Work Performance Data / Information / Reports
Form of Project
Information
Definition Examples
Work performance
data
The raw observations and measurements
identified during activities performed to carry
out the project work
reported percent of work physically
completed, quality and technical performance
measures, start and finish dates of schedule
activities, number of change requests,
number of defects, actual costs, actual
durations, etc.
Work performance
information
The performance data collected from various
controlling processes, analyzed in context and
integrated based on relationships across areas
status of deliverables, implementation status
for change requests and forecasted
estimates to complete
Work performance
reports
The physical or electronic representation of
work performance information compiled in
project documents, intended to generate
decisions or raise issues, actions or awareness
status reports, memos, justifications,
information notes, electronic dashboards,
recommendations and updates
Module 1

46
Tailoring
 “Determining the appropriate combination of processes, tools, techniques, outputs, and the life cycle
phases to manage a project.”
 In collaboration with the team, sponsor or organization
 PM methodology
 Considers governance, stakeholders, competing constraints, culture
Module 1
PMBOK Guide, 6th Edition, Glossary, and Section 1.2.5

47
Mapping Knowledge Areas, Process Groups, and Processes
Module 1
Knowledge Areas
Initiating
Process Group
Planning Process Group Executing Process Group Monitoring & Controlling
Process Group
Closing Process
Group
4 . Project
Integration Management
4.1 Develop
Project Charter
4.2 Develop Project Management Plan 4.3 Direct & Manage Project
Work
4.4 Manage Project
Knowledge
4.5 Monitor & Control Project Work
4.6 Perform Integrated Change Control
4.7 Close Project or
Phase
5 . Project Scope
Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6. Project Schedule
Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
7 . Project Cost
Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8 . Project Quality
Management
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9 . Project
Resource
Management
9.1 Plan Resource Management
9.2 Estimate Activity Resources
9.3 Acquire Resources
9.4 Develop Team
9.5 Manage Team
9.6 Control Resources
10 . Project
Communications
Management
10.1 Plan Communications Management 10.2 Manage
Communications
10.3 Monitor Communications
11 . Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
11.6 Implement Risk
Response
11.7 Monitor Risks
12 . Project Procurement
Management
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
13 . Project Stakeholder
Management
13.1 Identify
Stakeholders
13.2 Plan Stakeholder engagement 13.3 Manage Stakeholder
Engagement
13.4 Monitor Stakeholder Engagement

48
To know more about our PMP Exam Prep Training
please visit www.invensislearning.com

49
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