This presentation provides an overview of Project Management Professional (PMP) certification and the Project Management Body of Knowledge (PMBOK) framework. It discusses the PMP certification process, requirements to take the exam, and how the exam is structured. It also maps out the PMBOK's process groups and knowledge areas, and provides examples of challenges non-profit project leaders may face and how PMP tools and techniques could help address them. The presentation aims to help non-profit project managers understand and apply project management best practices to successfully complete their missions.
2. Agenda
PMP and PMBOK are registered trademarks of Project Management Institute,
Inc.
Introductions
Purpose & Background
PMP Certification Process
Overview of the PMBOK
Example Challenges and PMP Tools &
Techniques
Open Discussion
3. Purpose
PMP and PMBOK are registered trademarks of Project Management Institute, Inc.
This Presentation…
…is to share
a brief overview of
the PMP certification process
the PMBOK framework, and
some example PMP tools & techniques,
In an effort to help Non-profit PM’s succeed in their mission
…is not a sell job for PMI
I have no vested interest in PMI, nor in any organization
that supports the PMP certification process.
4. Background
PMP and PMBOK are registered trademarks of Project Management Institute, Inc.
Brian W. Beaird, P.E. PMP
ExxonMobil – Project Management Advisor
Volunteer Projects worked to date
Beaird Group & UP Professional Solutions
PMP Certification – Dec 2012
These industry standards and guidelines have applicability
to Non-profit organizations
5. Some Relevant
Definitions/Terminology
PMP and PMBOK are registered trademarks of Project Management Institute,
Inc.
Project – A temporary endeavor undertaken to create a unique product, service, or
result
Has a defined beginning and end
Has defined objectives and results
Most projects are undertaken to create a lasting outcome.
Project Management –
The act of utilizing resources to make something new.
The application of knowledge, skills, tools & techniques to project activities, to
meet the project requirements.
Stakeholders - Persons or organizations…
Who are actively involved in the project, and/or
Whose interests may be affected by the performance or completion of the
project.
Project Requirements – Stakeholders’ needs to meet project objectives.
‘This is what and how we are going to design this project’. Including Quality,
Support & Training, Assumptions & Constraints
Organizational Culture – Shared beliefs, expectations, and norms. Work ethic
and work hours. Views of authority
6. Have you ever dealt with a situation
like…?
PMP and PMBOK are registered trademarks of Project Management Institute, Inc.
1. Due to several early design re-works, it becomes apparent late in
the project trip that the work is well behind schedule. You must
decide whether or not to skip some daily team meetings, in order
to complete the work in a quality manner.
2. A team member is clearly disappointed because the project
requirements for his services are not what he expected.
3. The project sponsor has impressive but unrealistic expectations
regarding several aspects of the project’s scope and quality, which
will lead to an excessive cost estimate…
4. A key team member is a bottleneck or is reluctant to share his
preliminary work, that is needed for other team members to
complete their work. This causes them to become unproductive
and frustrated.
7. If You Were Following PMP
Guidelines
PMP and PMBOK are registered trademarks of Project Management Institute, Inc.
You will not instantly become a world-class project
leader whose projects never encounter such stressful
situations. (Sorry).
But…
You will have another set of tools, techniques, and
guides to help you plan for and avoid many such
situations, and help you deal with them effectively when
they do occur.
8. What is PMP Certification?
PMP and PMBOK are registered trademarks of Project Management Institute,
Inc.
PMP – Project Management Institute (PMI)
Globally-Accredited, Independently-Validated Credential
World’s Largest PM Member Association
Providing PM Certification Services for over 25 years
Transferable Across Borders and Industries (not just IT)
Offers 6 programs for various education & skill levels
Other alternative PM Certifications:
CPM (Certified Project Manager) – International Association of Project &
Program Management (IAPPM) – around for only 3 years. CPMBoK still
in draft. Focused heavily on IT industry.
APMC (Advanced PM Certification) – International Institute for Learning
(IIL)
MPM (Master Project Manager) - American Academy of PM’s.
Others – offered through various colleges & universities (eg Univ of
Phoenix…)
9. Why Consider getting PMP
Certification?
PMP and PMBOK are registered trademarks of Project Management Institute,
Inc.
Benefits to Non-profit Organizations, and
Individual PM’s:
Demonstrates to employers, clients, and peers that
the PM possesses the knowledge, skills, and
experience to bring projects to successful completion.
A globally recognized credential.
Increasing Demand – e.g. US Government.
Trickling down to other industries, out to other
countries:
Several students in exam-prep class were there
because they were being asked to get PMP certified.
Several prospective Beaird Group clients are asking
10. What’s Required to Take the PMP
Exam?
PMP and PMBOK are registered trademarks of Project Management Institute,
Inc.
PMP (Project Management Professional): For PM’s with demonstrated
experience and competence leading project teams.
1. 4 year degree (Bachelor’s or global equivalent) + 3 years Professional
Experience + 4,500 hrs leading and directing projects within the past 8
years
-or –
Secondary diploma (High School or global equivalent) + 5 years
Professional Experience + 7,500 hrs leading & directing projects within
the past 8 years, and
2. 35 PDU contact hours of Formal PM Education
CAPM (Certified Associate in Project Management): Entry level
certification for project practitioners with little or no project
experience (e.g. students)
High School Diploma or global equivalent + (1,500 Professional Experience
or 23 PDU hrs of PM education)
11. CAPM & PMP Certification -
What’s Involved?
PMP and PMBOK are registered trademarks of Project Management Institute, Inc.
CAPM PMP
Who should apply?
Project team members who
are SME, liaisons,
coordinators
PM’s who are responsible for all aspects of projects,
for life of project
PM’s who lead & direct cross-functional teams
Education & Experience
to take exam
HS diploma +
1,500 hrs prof exper on
project teams
HS diploma +
5 yrs prof exper +
7,500 hrs leading
projects
4 yr Degree +
3 yrs prof exper +
4,500 hrs leading
projects
PM PDU’s to take exam 23 (w/o work exper) 35
Exam Structure
3 hrs.
150 questions.
Closed book.
Pass/fail.
Can re-take.
4 hrs.
200 questions.
Closed book.
Pass/Fail.
Can re-take.
Maintaining Certification
Re-exam at end of 5 year
cycle
60 PM PDU’s every 3 years
12. Formal PM Education & PMP
Exam
PMP and PMBOK are registered trademarks of Project Management Institute,
Inc.
How to obtain 35 hrs of Formal PM
Education?
Registered Education Providers (pre-approved by PMI)
Several options including: One week Boot Camps (eg
Project Management Academy), On-line CBT, College &
University Courses
How is Exam Structured?
4 hour exam. 200 multiple choice questions. Closed book.
Pass/Fail.
How to Maintain PMP Certification?
Obtain 60 PDU’s every three years
Where to get more good info?
http://www.pmi.org
13. Project Management Body of
Knowledge (PMBOK)
PMP and PMBOK are registered trademarks of Project Management Institute, Inc.
A Reference Guide for PM’s - Recognized Standard for PM
Profession. 467 pages
A Framework Comprised of:
Process Groups
Knowledge Areas
Tools & Techniques that can be applied
Flexible & Fit For Purpose - ‘There’s no right or wrong way
to do a project, but there are good and bad ways…’
Provides a Common Vocabulary
Not a Cookbook - Not a Methodology. Not a set of Tips &
Tricks. Not a How-To Manual.
Every project’s different. Not all processes should be applied
uniformly to all projects.
14. PMBOK Process Groups and Knowledge
Areas
PMP and PMBOK are registered trademarks of Project Management Institute,
Inc.
Main Process Groups:
Initiating, Planning, Executing,
Monitoring/Controlling, Closing
Strong emphasis on Planning
Key Knowledge Areas:
Integration, Scope, Time, Cost, Quality, HR,
Communications, Risk Management, Procurement
Many Sub-Processes:
Each Sub-process contains several tools &
techniques
All tools & techniques have specific inputs and
outputs.
15. Non-profit Organizations Potential Focus
Areas
Project Integration Management
Develop Project Charter, Project Plan
Direct & Manage Project Execution
Monitor & Control Project Work
Perform Integrated Change Control
Closing a Project
Project Scope Management
Collect Project Requirements
Define Project Scope
Create WBS
Verify Scope & Control Scope
Project Time Management
Creating & Managing a Schedule
Define Activities
Sequence Activities
Estimate Activities, Resources & Durations
Develop & Control Schedule
Project Cost Management
Estimating Project Costs
Determining Project Budget
Controlling Project Costs
Project Quality Management
Plan Quality, Perform Quality Assurance &
Quality Control
Project Human Resource Management
Develop HR Plan
Acquire, Develop & Manage Project Team
Project Communications Management
Identifying & Managing Stakeholders
Managing Stakeholder Expectations
Planning Communication
Distributing Info
Reporting Project Performance
Project Risk Management
Plan Risk Management
Identify Project Risks
Perform Qual & Quant Risk Analyses
Plan Risk Responses
Monitor & Control Risks
Procurement Management
Plan, Conduct, Administer, and Close
Procurement Activities
PMP and PMBOK are registered trademarks of Project Management Institute,
Inc.
16. PMBOK Process Groups and Knowledge
Areas Mapping Matrix
Material from this publication has been reproduced with the permission of PMI.
17. PM Process Groups and Knowledge
Areas Mapping Matrix
PMP and PMBOK are registered trademarks of Project
Management Institute, Inc.
18. SOME EXAMPLE
CHALLENGES
FACED BY NON-PROFIT
PROJECT LEADERS
PMP and PMBOK are registered trademarks of Project Management Institute,
Inc.
19. Team Leader Challenge #1:
Balancing Priorities
PMP and PMBOK are registered trademarks of Project Management
Institute, Inc.
Such as…Balancing Quality/Completeness of the
Work Product vs Spiritual Development of the Team
• Key PMBOK Process Areas:
Develop Project Charter, Project Plan
Collect Project Requirements
Plan Quality & Project Quality Management
Acquire, Develop & Manage Project Team
Bruce Tuckmann Model: Forming, Storming, Norming, Performing, Adjourning
• Project Managers need:
• Knowledge of PM Skills – PMP can help.
• Performance – Application of PM Skills
• Personal Effectiveness - Attitudes, Personal Characteristics,
Leadership Style.
• Balance between Task Oriented and People Oriented.
20. Team Leader Challenge #2:
Managing Stakeholders’ Expectations
PMP and PMBOK are registered trademarks of Project Management Institute, Inc.
Such as…Dealing with a Team Member’s
Disappointments, or a Project Sponsor’s Impractical
Expectations, etc.
• Many organizations have great
resources:
• Example Preparation Materials
• “…cultivate an attitude of humility and service”
• “…be flexible…God’s purpose may be bigger than the project”
• “…be a listener”
• “…encourage your team members”
• “…introduce small [design] changes…”
• “…design according to locally available materials and equipment…”
• “ research the history and conditions surrounding the locality…”
21. Team Leader Challenge #2 (cont.):
Managing Stakeholders’
Expectations
PMP and PMBOK are registered trademarks of Project
Management Institute, Inc.
• Key PMBOK Process Areas:
Develop Project Charter, Project Plan – Set expectations & attitudes
carefully up front.
Managing Stakeholder Expectations – The process of
communicating and working with stakeholders, to meet their needs
and address issues.
Inputs:
Stakeholder Register, Stakeholder Management Strategy, Project
Plan, Issues Log
Tools & Techniques:
Communication Methods – Interactive (meetings) vs. Push (email)
vs. Pull (DropBox)
Interpersonal Skills – Building trust, resolving conflict, active
listening, and overcoming resistance to change
Management Skills – Negotiating, writing, speaking, presentation
skills
Possible Outputs:
Causes of Issues, Lessons Learned
22. Team Leader Challenge #3:
Scheduling & Resource
Management
PMP and PMBOK are registered trademarks of Project Management
Institute, Inc.
Such as…keeping the team productive
during periods while only a few members are
critical path
• Key PMBOK Process Areas:
Human Resource Plan
Define Roles, Responsibilities, Authorities, Competencies
Plan Communications
Number of potential communication channels = n(n-1)/2
How to handle ‘escalations’
Time & Resource Management
Fast Tracking – Converting sequential activities to parallel. May increase risk.
Crashing – Adding resources to a particular activity, to reduce schedule
24. PMP and PMBOK are registered trademarks of Project Management Institute,
Inc.
Back up Slides
25. PMI Website
A Good Resource
PMP and PMBOK are registered trademarks of Project Management Institute,
Inc.
(39) PMI Communities of Practice:
International Development Community: Purpose is to build the
capacity of project managers so that they could contribute
effectively to the implementation of programs aimed at generating a
positive cycle of improvement in emerging countries and raising the
standard of living experienced by each country’s population.
26. PMP Application Process
Sequential Steps
PMP and PMBOK are registered trademarks of Project Management Institute,
Inc.
Join PMI.org
Complete Exam-Prep Course (35 PDU’s)
Apply to take PMP Exam and Receive PMI Approval of
Application
Pay Exam Fee ($405)
Respond to Audit (if your application is selected)
Request and Receive PMI Approval to Sit for Exam
Select Exam Location & Date, Sign up for Exam
Take & Pass Exam*
*All steps can be completed on-line, except Taking the
Exam must be in person.
27. Risk Assessment Matrix
PMP and PMBOK are registered trademarks of Project Management Institute,
Inc.
Impact
Likelihood
XY1
Y2
• Generate plausible negative scenario.
• Assess likelihood and impact of occurrence.
• Develop plans to reduce the likelihood of occurrence, and/or mitigate
the risk if it does occurs
Notas del editor
PMP will not give you all the answers how to solve all these problems.
But it does provide a set of tools & techniques you can draw on, to help you plan for, and handle
Process – a set of interrelated actions & activities performed to achieve a pre-specified product or result.
.
Sample Trip [Planning} Guide from a US ministry:
Cultivate an attitude of humility & service. [willingness to do what’s needed, not what you want.]
Plan Communications:
Communication is 55% body language, 38% vocal inflection, and 7% words
Cmmunication Management Plan:
How to handle escalations, communication constraints
BWB Experience on Harpur Hospital trip:
-Architects play the central role during initial phase of the project development. But they are very busy and do not act as leaders. Therefore project still needs leader to ensure good communication, coordination, planning, completion of goals.
-There is a tendency for architects to hold onto their work until it is completely done, before sharing it. Their work is needed to feed all the engineering, estimating, and scheduling work. This tends to frustrate (this) engineer and cause hurry up & wait atmosphere (actually wait & hurry up). This is not efficient and is not inclusive.
-I discussed this with team leader and we came up with following lessons learned:
At trip kick-off meeting, team leader may want to set expectations that preliminary info be made available throughout the week, and that this is a high priority.
People need to ask for what they need, and provide info that is requested of them. "too busy" is not a good answers.
Role: Portion of project for which one is responsible
Authority: The right to make decisions
Responsibility: Perform the work to complete the project
Competency: Skills and capacity to complete the work