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Module 01 : Introduction
PMP® EXAM PREP COURSE

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Slide 3
Course Topics
 Module 0
 Introduction to PMI® certification Prep Course
 Module 1
 Introduction
 Module 2
 Organizational Influences and Project Life Cycle
 Module 3
 Project Management Processes
 Module 4
 Project Integration Management
 Module 5
 Project Scope Management
 Module 6
 Project Time Management
 Module 7
 Project Cost Management
 Module 8
 Project Quality Management

4. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 4
Course Topics
 Module 9
 Project Human Resource Management
 Module 10
 Project Communication Management
 Module 11
 Project Risk Management
 Module 12
 Project Procurement Management
 Module 13
 Project Stakeholder Management

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 The PMBOK® Guide
 What is a Project?
 Key Characteristics of Project
 Project Vs Operations
 Project Management
 PM Processes and Knowledge Areas
 Programs and Program Management
 Portfolios and Portfolios Management
 Project Management Office (PMO)
 Q & A
Agenda

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PMBOK® Guide is a “distilled version” of Project Management Body of knowledge and it coexists with the
corresponding application area knowledge ,general management skills and interpersonal skills.
PMBOK ® Guide is published by PMI and inputs from practitioners and academics have been included
The Project Management
Framework
 Introduction
 Oragnizational Influence
and Project Life Cycle
The Project Management
Knowledge Areas
 10 Distinctive Knowledge
Area
PMBOK ® Guide is organized into 3
sections:
The standard for Project
Management of a Project
 PM Process Groups
(5 process Groups)
 Project Management
processes for a project
(47 processes)
The PMBOK® Guide

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“A project is a temporary endeavor undertaken to create a unique product service or result.” 
 Temporary Endeavor:
 With a beginning and an end
 Not an on-going effort
 Unique Output
 Progressive Elaboration The incremental design and refinement of
the initial concept toward the project plan
 Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) - Fifth Edition, Project Management Institute, Inc., 2013, Page 3
Project

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Examples of Project
• Developing a new product, service, or result
• Putting into effect a change in the structure, processes, staffing, or style of
an organization
• Developing or acquiring a new or modified information system (HW or SW)
• Conducting a research effort whose outcome will be recorded
• Constructing a building, industrial plant, or infrastructure
• Implementing, improving or enhancing existing business process or
procedures

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Slide 9
“Project Management is the combination of knowledge, skills, tools and techniques applied to project
activities to meet the project requirements.”
Project Management also needs generic management skills and professional skills.
Management
Skills
Management
Skills
Professionals
Skills
Project Management

10. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
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PMI® PMP – General
 What is Project Management?
Project Management is the application of knowledge, skills, tools and techniques to project
activities in order to meet or exceed stakeholder needs and expectations from the project.
Application
Meet or Exceed
Needs and Expectation
Stakeholder
Project Management

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PMI® PMP – General
This needs balancing competing demands among:
Identified and un-identified
requirements
Scope, time, cost and quality
Stakeholders with different need
and expectation

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PMI® PMP – General
General Management
 Accounting
 Procurement
 Sales and Marketing
 Contracting abilities
 Manufacturing and Distribution principles
 Organization and Logistics
 Strategic, tactical and operational planning
 Leverage of the organizational structure and the organizational
behavior
 Administration of project team, reasonable compensation,
rewards and recognition, and career paths
 Healthy and safety standards and regulations
 Using IT to advantage
Project Manager needs to be a Manager and following general management skills are required:

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Slide 13
PMI® PMP – General
Dealing with People
Project Manager needs to deal with people and thus have skills to work with, motivate, lead and
manage people. The following are specifically of importance:
 Effective Communication
 Influencing the Organization
 Ability to lead
 Motivate people
 Negotiation skill and Conflict management
 Solving problems

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Project manager
Effective Project Management requires that the project manager possess the following competencies:
Knowledge: What the
project manager knows about
project management
Performance: Refers to what
the project manager is able to
do or accomplish while
applying his or her project
management knowledge
Personal: Attitudes core
personality characteristics
and leadership
With Responsibility to
satisfy:
 Task needs
 Team needs
 Individual needs
Competencies of PM

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 Project Manager has to balance the competing factors
(included but not limited to) like Scope Schedule and
Cost along with Quality.
 It is the project manager‘s duty to balance and achieve
these 6 often-competing goals.
 Competing Demands
 Scope
 Schedule (Time)
 Budget (Cost)
 Quality
 Resources
 Risk
Competing Demands of Project Management
Scope
Cost
Quality
Risk
Resource Time

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PMI® PMP – General
Program
It is a group of projects
managed in a
coordinated way to
obtain benefits not
available from managing
them individually. Many
programs also include
elements of ongoing
operations.
Programs may involve a
series of repetitive or
cyclic undertakings
Sub - projects
Projects are divided into more
manageable components called
sub-projects. Subprojects can be
contracted out to an external
enterprise or another functional
unit. It can be:
• A single phase within a project
lifecycle
• Human Resource skill sets
• Specialized technology,
materials or activities
Project Portfolio
Management is the
selection, management
and collection of
projects within an
organization. Unlike
Program, the portfolio
may not be directly
related , but they
contribute to the
organization’s overall
strategic plan.
Portfolio
Related Endeavors

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Projects and Strategic Planning
Projects are typically authorized based on one or more strategic consideration:
• Market demand
• Strategic opportunity/business need
• Social need
• Environmental consideration
• Customer request
• Technological advance
• Legal requirements

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Strategic Objective
Program
Project
Project
Project
Project
Program
Project
Project
Project
Project
Portfolio
Project Project
Project
Programs and Portfolio

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 Portfolio:
 “A collection of projects or programs and other
work that are grouped together to facilitate
effective management of that work to meet
strategic business objectives”
 Portfolio management is driven by business
imperatives market demands and need to
maximize value of the organization
Programs and Portfolio (Contd.)

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 Program:
 “Program is a group of related projects
managed in a coordinated way to obtain
benefits and control not available from
managing them individually”
 Program management typically involves
managing the synergy across projects and any
associated operations
Programs and Portfolio (Contd.)

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Projects Programs Portfolios
Scope Defined objectives Wider scope and has more
significant benefits
Business scope aligned to
the strategic goals of
organization
Management Project teams are managed
by Project Managers to meet
project objectives
Program staff and the project
managers are managed by
Program managers and they
provide vision and overall
leadership
Portfolio managers create
and maintain necessary
processes and
communication relative to
aggregate portfolio
Success Product and project quality,
adherence to schedule &
budget and customer
satisfaction define the
project success.
Measured by degree to which
the program satisfies the needs
and benefits for which it was
undertaken
Measured by aggregate
performance of portfolio
components
Projects, Programs and Portfolio

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Slide 22
PMI® PMP – General
Related Endeavors
Project Management Office – It is an organizational
body or entity assigned various responsibilities related to
the centralized and coordinated management of those
projects under its domain.
The projects supported or managed may not be related
other than being managed together.
A PMO is a management structure that standardizes the
project-related governance processes and facilitates the
sharing of resources.
pmo

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Slide 23
PMO Structures/Roles
• Supportive
– Consultative role
– Supplies templates, best practices, training, access to information and lessons learned from other projects
– Degree of control is low
• Controlling
– Provides support
– Conformance to governance
– Degree of control is moderate
• Directive
– PMO directly manages the projects
– Degree of control is high

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Slide 24
PMO provide support to Project Managers
PMO are also known as a program management
office project office or simply the program office.
PMO usually coordinate all aspects methodology
and nomenclature for project processes
templates software and resource assignment
A Project Management Office (PMO) organizes and
manages control over all projects within an organization
pmo
Projects Management Office (PMO)

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Slide 25
Primary function of PMO is to support project managers in variety of ways, which may
include, but not limited to:
 Managing shared resources across the projects administered
 Identifying and developing project management methodology, best practices and
standards
 Coaching, Mentoring, Training and Oversight
 Monitoring compliance with PM Standards, policies, procedures and templates
through audits
 Developing and managing project policies, procedures, templates and other shared
documentation
 Coordinating communication across projects
PMI® PMP – General
Related Endeavors

26. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
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PMI® PMP – General
Difference between role of PMO and Project Manager
Project Manager PMO
 PM focuses on the specific project
objectives
 PMO manages major program scope
changes which may be seen as
potential opportunities to better
achieve business objectives
 PM controls the assigned project
resources
 PMO optimizes the use of shared
organizational resources across all
projects
 PM manages constraints (scope,
schedule, cost and quality) of the
individual projects
 PMO manages the methodologies,
standards, overall risk/opportunities
and interdependence among projects
across organization

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Slide 27
Business Value
Business
Value
Is unique
to each org
Tangible elements +
intangible elements Scope can be
short, medium
or long
Created thro’
effective operations
management
Success begins with
comprehensive strategic
planning and management

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Slide 28
PMI® PMP – General
Project Management and Operations Management
 Operations are organizational function performing the ongoing execution of
activities that produce the same product or provide a repetitive service.
 Examples are
 Productions operations, manufacturing operations
 Accounting operations, software support and maintenance
 Projects require project management while operations require business process
management / operations management.
 Project can intersect with operations at various points

29. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 29
PMI® PMP – Project Management Context
Project Lifecycle
There are various project lifecycle phase for different kinds of business. For example:
Construction Pharmaceuticals IT Software
Development
 Feasibility
 Planning and Design
 Production
 Turnover and Startup
 Discovery and
screening
 Preclinical
development
 Registration Workup
 Post submission
activities
 Requirements Gathering
 Analysis
 Design
 Development
 Testing
 Implementation

30. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 30
PMI® PMP – Project Management Context
Project Stakeholders
Project Stakeholders are individuals and organizations
who are actively involved in the project, or whose
interests may be positively or negatively affected as a
result of project execution or successful project
completion.

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PMI® PMP – Project Management Context
Key stakeholders in every project include:
Project Manager
Rotate Log Files
Customer / User
Functional Management
Performing Organization / Project Team
Sponsor
Sellers and business partners
PMO
Portfolio Managers
Program Managers
Operations Management

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Slide 32
Q&A

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Sample Questions
1. Which of the following are not examples of strategic
considerations for an authorization of a project?
• A. Customer requests
• B. Market demands
• C. Software development requirements
• D. Legal requirements

34. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 34
Answer
1. Which of the following are not examples of strategic
considerations for an authorization of a project?
• A. Customer requests
• B. Market demands
• C. Software development requirements
• D. Legal requirements

35. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 35
Sample Questions
2. A ______ is a collection of work that is grouped together to
facilitate effective management of that work to meet specific
business objectives.
• A. Project
• B. Portfolio
• C. Process Group
• D. Program

36. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 36
Answer
2. A ______ is a collection of work that is grouped together to
facilitate effective management of that work to meet specific
business objectives.
• A. Project
• B. Portfolio
• C. Process Group
• D. Program

37. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 37
Sample Questions
3. Which of the following is not a characteristic or key feature of the
Project Management Office?
• A. A PMO’s sole responsibility and function is to directly manage
shared resources.
• B. A PMO is an organization unit that centralizes and coordinates
the management of projects under its domain.
• C. Other names for the PMO include: project office, program office,
and program management office.
• D. Support functions such as training, software, standardized
policies, and procedures may also be part of the function of a PMO.

38. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 38
Answer
3. Which of the following is not a characteristic or key feature of the
Project Management Office?
• A. A PMO’s sole responsibility and function is to directly manage
shared resources.
• B. A PMO is an organization unit that centralizes and coordinates
the management of projects under its domain.
• C. Other names for the PMO include: project office, program office,
and program management office.
• D. Support functions such as training, software, standardized
policies, and procedures may also be part of the function of a PMO.

39. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 39
Sample Questions
4. Which of the following are examples of enterprise
environmental factors?
• A. Government Standards
• B. Infrastructure
• C. Political Climate
• D. All of the above

40. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 40
Answer
4. Which of the following are examples of enterprise
environmental factors?
• A. Government Standards
• B. Infrastructure
• C. Political Climate
• D. All of the above

41. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 41
Sample Questions
5. What provides a comprehensive consistent method of
controlling a project and ensuring its success?
• A. Work authorization system
• B. Governance
• C. PMIS
• D. PMO

42. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 42
Answer
5. What provides a comprehensive consistent method of
controlling a project and ensuring its success?
• A. Work authorization system
• B. Governance
• C. PMIS
• D. PMO

43. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 43
Sample Questions
6. Which of the following statements is FALSE regarding areas of
expertise?
• A. The Project Management Body of Knowledge refers to
knowledge that is unique to the project management profession
and separate from other management disciplines.
• B. General management skills provide the foundation for project
management skills and are often essential.
• C. Interpersonal skills include effective communication and problem
solving.
• D. Application areas are categories of projects that share significant
common elements that are not present or needed in other projects.

44. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 44
Answer
6. Which of the following statements is FALSE regarding areas of
expertise?
• A. The Project Management Body of Knowledge refers to
knowledge that is unique to the project management profession
and separate from other management disciplines.
• B. General management skills provide the foundation for project
management skills and are often essential.
• C. Interpersonal skills include effective communication and problem
solving.
• D. Application areas are categories of projects that share significant
common elements that are not present or needed in other projects.

45. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 45
Sample Questions
7. Which one of the following statements are true about
Business Value?
• A. Depending on the organization, business value scope can
be short
• A. Business value is a concept that is unique to each
organization
• B. Business value is defined as the entire value of the business
• C. All of the above

46. PMP® and PMBOK ® are registered trademarks of the Project Management Institute, Inc. www.edureka.in/pmp
Slide 46
Sample Questions
7. Which one of the following statements are true about
Business Value?
• A. Depending on the organization, business value scope can
be short
• A. Business value is a concept that is unique to each
organization
• B. Business value is defined as the entire value of the business
• C. All of the above

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Slide 47
Exam Score Sample

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Slide 48
Exam Score Sample (Contd…)

49. Thank You