Mastering Project Management: PMP and Agile for Leaders

CHAPTER 1

Introduction to PMP Exam

The Project Management Professional (PMP) certification is a globally recognized credential for individuals in the field of project management for various industries. Offered by the Project Management Institute (PMI), it signifies expertise in leading and directing projects.

Here’s a guide on how to ace the PMP certification.

Eligibility Criteria

•Ensure you meet the eligibility requirements, which typically include a four-year degree, 36 months of project management experience, and 35 hours of project management education. Refer to the PMI website to get the latest information on eligibility criteria.

•Once your application is submitted, you have approximately a year to take the exam. Note that the applications can be audited randomly.

Understand the Exam Format

•Familiarize yourself with the PMP Exam Content Outline provided by PMI. ¹⁹ Understand the domains, tasks, and skills required for the exam. I have briefed on this in the upcoming chapters.

•The exam consists of 180 questions, out of which 175 are marked. You have 230 minutes in total to answer 180 questions. The questions are split into three sets of 60 questions each. After every set (60 questions), you may take a 10-minute scheduled break. These 10-minute breaks are exclusive of the 230 minutes, and you might not be allowed to exit the building during this time. You can take an unscheduled break anytime during the examination, but those will be counted from 230 minutes (so be careful in choosing that unless it is extremely urgent).

Understand the Exam Outline

The exam is structured around five domains, each representing a specific area of project management. The current domains and their approximate percentage weightings are as follows:¹⁰

•People (42 percent): Emphasizes the skills and activities associated with effectively leading a project team.

•Process (50 percent): Focuses on the processes and activities involved in planning and managing a project, including the Project Life Cycle.

•Business Environment (8 percent): Addresses the broader organizational context in which projects operate, considering factors such as organizational culture and structure.

Please note that these percentages are approximate and may be subject to change. PMI periodically updates the Exam Content Outline, and it’s essential to refer to the most recent version provided by PMI for the latest information on their website.

There is no officially defined percentage required to pass the exam, but the marking is designated NI (Needs Improvement), BT (Below Target), T (Target), and AT (Above Target). Scoring a minimum average of T combined from all sections should be good.

Mode of Exam

•You have the feasibility to take an exam from a Pearson ¹⁹ VUE venue/test center OR online. There are pros and cons for both modes.

•Pearson VUE Test Center: The exam is still online and taken on a computer. But you would not have to worry about Internet speed. The exam room is monitored by audio and video.

•Home-Based Online Exam: Ensure your computer/system has a good Internet connection. You can perform a speed test through Pearson VUE (for more details, refer to the website on how to set it up and what the other requirements are).

•PROS: Comfort of home (nothing can beat that).

•CONS: Be careful with the system settings and leaving your exam space. There are strict rules, permissions required you might want to check (refer to Pearson VUE website). The exam is monitored via audio and video through a webcam.

Study Resources

•PMP ¹⁹ is one of the most challenging examinations and having good study resources is essential. There are ample lengthy resources available in the market which can make aspirants tired and lost, so streamlining your study with important topics for examination is needed, other than understanding the essence of project management.

•This book streamlines the path to certification as it includes topics important for the examination, drawing on my own as well as many others’ experiences to provide laser-focused insights.

•To draw the best from the book, one must focus on the keywords being highlighted. They can build up good references for scenarios and help in focused preparation.

•This book will help you understand the question format and tricky keywords and answer the questions in an easier and faster way, all leading toward the path for your guaranteed success as a Project Management Professional.

Understand PMI’s Perspective

•Familiarize yourself with PMI’s approach to project management using PMBOK (the official guide to project management). Understand their terminology and how they expect project managers ¹ to handle various scenarios. Don’t worry, this book will get you there.

Stay Confident

•Trust your preparation and enter the exam with confidence. Manage your time effectively during the exam, and don’t dwell too long on challenging questions. Flag the questions you are unsure about and revisit them.

Note: The details mentioned above may be subject to change depending on PMI. Refer to the PMI website¹⁹ to get the latest information.

Remember, success in the PMP exam requires a combination of theoretical knowledge and practical application. Dedicate ample time to preparation and approach the exam with a strategic mindset. Good luck!

CHAPTER 2

Introduction to Project Management Processes

Project management has five crucial phases or processes: Initiating, Planning, Executing, Monitoring and Control, and Closing. It’s important to understand each process’s sequence, inputs, outputs, and tools when preparing for any project.

Exam tip: You don’t have to memorize them but should be analytical to understand what comes after which process, and if you have been asked what project management tool you would use with a concerned process,⁹ you should be able to answer.

Figure 2.1 presents a rough estimation of the project management process.

What can you infer from the Graph below?

Figure 2.1 Project process groups

1. The sequence typically involves initiation, followed by planning, executing, monitoring and controlling, and finally closing. Example : The software development project typically starts with the Initiation Phase , during which project objectives are defined. This is followed by the Planning Phase , where tasks, timelines, and resources are allocated. Next comes the Executing Phase , where coding and development activities take place. The Monitoring and Controlling Phase is then implemented to track progress and manage any deviations from the plan. Lastly, the project is concluded with the Closing Phase , where the completed product is delivered and project documentation is finalized.

2. The level of activity varies depending on the project type, with certain activities potentially necessitating longer durations. For instance, projects with regulatory requirements may demand extended planning phases due to external dependencies and associated risks.

3. The period of activity fluctuates throughout the project phases. Monitoring and control activities span the entirety of the project phases. Execution typically commences after the planning stage has begun, and planning initiates only after the initiation phase has commenced. Example : In the development of a new product, the monitoring and control activities occur from the initial concept stage all the way through to the product launch and post-launch evaluation. Execution of the product development tasks begins once the planning phase, including market research and prototyping, is underway, which in turn commences after the initiation phase, where the project is officially approved and resources are allocated.

Table 2.1 presents the 10 knowledge areas mapped to five processes based on the PMBOK-Sixth edition.⁹

Table 2.1 Project process flow

2.1 Stage 1—Initiating

In the Initiating Phase, Project Manager¹ should identify the business problem. Business cases can be used to investigate options and draft the Project Charter. It’s an important stage as it could* create a domino effect disrupting its following stages if something went wrong. Of course, there is nothing in the world that can’t be fixed, and you can still come back to the problem when root cause analysis is done and define a Corrective/Preventive action through PDCA (Plan Do Check Act).

*Watch for keywords like could, may, and might (in future tense) means there is a possibility of risk. With risk comes management, risk register, risk plan, quantitative, qualitative risk analysis, and so on, which will be discussed in sections ahead.

Did you know an Issue is different from Risk?

Keywords such as will, certain that something will happen, and is going to happen often indicate a level of certainty or predictability, suggesting the presence of an issue. With issues, the need for an issue log and issue register becomes apparent. On the other hand, when discussing risks, the focus is on potential future possibilities (could, may, might).

2.1.1 Input, Output, Tools, and Techniques

Table 2.1 presents the two knowledge areas associated with Initiating. Refer to Figure 2.2 to understand the inputs, outputs, and tools associated with them.⁹

Tip: You can effectively discern the correct response by carefully noting the keywords in multiple-choice questions (MCQs). Utilizing the method of elimination becomes essential to differentiate between options and ensure the selection of the most accurate answer, as, without attention to these keywords, all MCQs might appear similar.

The definitions below are fundamental to understanding ITTOs in project management.⁹

1. Project: A project refers to a temporary endeavor taken up to produce a distinctive product, service, or outcome. Example : Building a new website for a company, organizing a charity event, or implementing a new software system are all examples of projects. ¹

2. Project Charter: This is a formal high-level document issued by a project sponsor that authorizes the initiation of a project and grants the project manager the authority to utilize organizational resources for project activities. The Project Charter typically includes general information such as the project title, a brief description, the project manager’s name, the sponsor’s name, project objectives, assumptions, preliminary scope, milestones, impact statements, stakeholder details, resource requirements, success criteria, and signatures of stakeholders with signoff dates. Example : A project charter for a construction project may include details such as the project’s purpose (e.g., building a new office complex), project manager’s name, stakeholders involved, key milestones (e.g., groundbreaking ceremony, completion of the structural framework), and budget allocation.

3. Project Management Plan: This document integrates the various subsidiary plans of a project and establishes management controls and an overall plan for coordinating and managing the project’s individual components. Example : A project management plan for a marketing campaign could include sections on scope management, schedule management, cost management, risk management, communication management, and quality management, outlining specific strategies and procedures for each area. ¹

4. Stakeholder: A stakeholder is a person, group, or organization that has the potential to impact, be impacted by, or perceive themselves as being affected by the decisions, actions, or results of a project, program, or portfolio. Example : In the development of a new product, stakeholders might include customers, investors, suppliers, marketing teams, and regulatory authorities, all of whom have an interest in the product’s success.

5. Stakeholder Engagement Plan: This component of the project or program management plan outlines the strategies and actions necessary to facilitate the productive involvement of stakeholders in project or program decision making and execution. Example : A stakeholder engagement plan for a community development project may include regular meetings with residents, workshops to gather feedback, and newsletters to keep the community informed about project progress.

6. Sponsor: The sponsor, whether an individual or a group, holds the responsibility of providing resources and support to ensure the success of the project, program, or portfolio. They are held accountable for enabling its accomplishments. Note: In predictive/hybrid/waterfall, resources are usually provided by sponsor, but in agile methodology, a functional manager can be asked for the same. Example : In a corporate setting, the CEO or a senior executive might serve as the sponsor for a strategic initiative, providing funding, advocating for the project, and removing obstacles to its success. ¹

7. Enterprise Environmental Factors (EEFs): These are external conditions that influence, constrain, or direct the project, program, or portfolio and are not under the immediate control of the project team. Example : Market conditions, government regulations, industry standards, economic trends, and technological advancements are all examples of enterprise environmental factors that can impact a project’s execution and outcomes. ²¹

8. Organizational Process Assets: These are the plans, processes, policies, procedures, and knowledge bases specific to and utilized by the performing organization. Example : Organizational process assets may include templates for project documentation, historical data from past projects, lessons learned repositories, and standard operating procedures for project management activities.

9. Product Life Cycle: The product life cycle represents the stages of the evolution of a product from its conceptualization through delivery, growth, maturity, and eventual retirement. Example : The product life cycle of a smartphone includes stages such as product design, manufacturing, marketing and sales, customer usage, and eventual product discontinuation or replacement.

10. Business Case: This document is typically prepared prior to project planning and justifies why the project is being undertaken. It includes considering alternative options, anticipated benefits, high-level risks,