PMP Edureka1

How To Make The Best Use Of Live Sessions
• Please log in 10 mins before the class starts and check your internet connection to avoid any network issues during the LIVE
session
• All participants will be on mute, by default, to avoid any background noise. However, you will be unmuted by instructor if
required. Please use the “Questions” tab on your webinar tool to interact with the instructor at any point during the class
• Feel free to ask and answer questions to make your learning interactive. Instructor will address your queries at the end of on-
going topic
• We have dedicated support team to assist all your queries. You can reach us anytime at:
[email protected]
• Your feedback is very much appreciated. Please share feedback after each class, which will help us enhance your learning
experience
Copyright © edureka and/or its affiliates. All rights reserved.

IPR Acknowledgement
The materials in this course are based on the text, A Guide to the Project Management Body of Knowledge (PMBOK® Guide),
Sixth edition, Project Management Institute, Inc. 2017.
Project Management Professional (PMP)® is a global credential offered by PMI® Inc.
PMI®, PMP® & PMBOK® are registered marks of Project Management Institute, Inc.
Edureka is a globally recognized brand of Brain4ce Education Solutions, Global Registered Education Provider of PMI®
(G.R.E.P. #4021).
Note: Images in the materials are all based on the text, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth edition, Project Management
Institute, Inc. 2017. All rights reserved.

Course Outline
Introduction to PMP® Certification
The Project Environment
Role of the Project Manager
Project Integration Management
Project Scope Management
Project Schedule Management
Project Cost Management
Project Quality Management
Project Resource Management
Project Communication Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management

Training Objectives
▪ Gain knowledge about Project Management Institute, Inc. (PMI )® best practices and standards of Project Management
▪ Obtain 35 contact hours upon completion of this course, which is required to take the exam
▪ Prepare further to succeed in the Project Management Professional (PMP)® certification exam
▪ Understand where projects fit within an Organization and its strategy
▪ Recognize and recall formal Project Management terms and practices used in the Industry globally
▪ Apply formal tools and techniques to initiate, plan, execute, monitor, control, & close a project
▪ Tailor Project Management processes depending on project characteristics, internal and external influences, and varying
situations
▪ Learn and utilize key artefacts required to implement all Project Management processes
▪ Analyse and integrate various areas of Project Management like scope, schedule, cost, quality, human resources,
communications, risk, procurement & stakeholders
▪ Understand and apply the required rigor for handling changes during a project
▪ Gain the ability to apply Agile considerations in real projects, in all the project knowledge areas.
PMP® is a registered mark of Project Management Institute, Inc.

Introduction to PMP ® Certification
Topics
Following are the topics covered in this module:
▪ About PMP® Certification
▪ Projects & importance of Project Management
▪ Relationship of Project, Program, Portfolio & Operations Management
▪ Key components - Project and Development Lifecycles, Project Phase & Phase Gate, Project Management
Processes, Process Groups, Project Management Data & Information
▪ Tailoring
▪ Project Management Business Documents - Project Business Case, Project Benefits Management Plan, Project
Charter & Project Management Plan, Project Success Measures

Objectives
After completing this module, you should be able to:
▪ Learn the basic terms and skills that are required to be applied in a Project
Environment
▪ Plan a raw timeline for PMP® certification
▪ Understand the concept of tailoring and apply it after completing the

course
▪ Focus on project benefits in addition to the traditional focus on project

outputs

Introduction

Why ®
PMP Certification?
→ Project Management → PMP ® credential

Professional (PMP)® demonstrates that the
credential is the most PMP® professional has the
important industry- Certification experience, education and
recognized certification for competency to lead and
project managers direct projects
→ Increases marketability to
→ Globally employers and higher salary
recognized and ✓ Certification → Average Salary of PMP®
demanded across all provides
Professionals is 15-20%
industry wide
industries recognition higher than non-certified
project managers

Industries that Require Project Management Skills

Job Opportunities for PMP ® Professionals
New Project Management Roles by 2020
Source: www.pmi.org

Journey Towards PMP ® Certification

Training Approach
Understand PMI® Approach
PMI’s Philosophy: What PMI® recommends to a Project Manager?
What PMI® expects you to know to clear the PMP® exam?
10 Knowledge
5 Process Groups 49 Processes
Areas
• Understand Concepts
• Understand Process ITTO (Inputs, Tools & Techniques, Outputs)
• Discuss, Review and Quiz at end of the Module

About PMI ®
▪ Project Management Institute (PMI®) is a not-for-profit association
▪ Established in 1969
▪ Global organization Headquartered in Pennsylvania, USA
▪ Over 500,000 members worldwide (over 171 countries)
▪ PMI® is actively engaged in advocacy for the profession, setting professional standards, conducting research
and providing access to a wealth of information and resources
▪ PMI® also promotes career and professional development and offers certification, networking and
community involvement opportunities

Certifications/Credentials from PMI®
▪ PMI® offers the following credentials for Project Managers:

– Project Management Professional (PMP)®
– Certified Associate in Project Management (CAPM)®
– Program Management Professional (PgMP)®
– Portfolio Management Professional (PfMP)®
– PMI® Agile Certified Practitioner (PMI-ACP)®
– PMI® Scheduling Professional (PMI-SP)®
– PMI® Risk Management Professional (PMI-RMP)®
▪ Eligibility criteria for each of these credentials are different
PMP, CAPM, PgMP, PfMP, PMP-ACP, PMP-SP, PMP-RMP are registered marks of the Project Management Institute, Inc.

Prerequisites for PMP ®
Educational Background PM Experience PM Education
▪ High School Diploma ▪ 60+ Months ▪ 35 Contact Hours
▪ Associate’s Degree or Global ▪ 7,500+ Hours

Equivalent
▪ Bachelor’s Degree or Global Equivalent ▪ 36+ Months ▪ 35 Contact Hours
▪ 4,500+ Hours
▪ Project duration must not overlap
▪ Experience in projects during last 8 years
▪ 20% of applications are picked up for random audit
▪ Designation during the specified project management work does not matter

PMP ® Examination Pattern

PMP ® Examination Fee
Educational Background PM Experience PM Education
▪ Computer-based Testing ▪ USD 405.00 ▪ USD 555.00
▪ Paper-based Testing ▪ USD 250.00 ▪ USD 400.00
▪ Re-examination Computer-based ▪ USD 275.00 ▪ USD 375.00
▪ Re-examination Paper-based ▪ USD 150.00 ▪ USD 300.00
▪ PMI ® Membership Fee - USD 139

▪ Membership to local PMI® Chapter – Varies from chapter to chapter ( USD 5 to USD 15)
▪ Only 3 PMP® examination attempts are allowed in one year
▪ Certified PMP®s have to earn 60 Professional Development Units (PDUs) in a three year cycle. PDUs can be earned through
multiple avenues

Additional Information
▪ For detailed information regarding the PMP® Examination, visit the official website - www.pmi.org and
download PMP® Handbook from PMI® Website:
Certifications >> Project Management Professional (PMP)® >> Learn More >> PMP® Handbook

Basics of Project Management

The PMBOK® Guide – Introduction
The PMBOK® Guide identifies that subset of the project management body of knowledge that is generally
recognized as good practice. PMBOK® Guide page 2
▪ The PMBOK® Guide is a “distilled version” of project management body of knowledge
▪ Currently on 6th edition published in September 2017
▪ Source of all project management processes

The PMBOK® Guide - Structure
▪ The PMBOK is structured as per the below image:
Project
Foundations
Environment
Role of
PMBOK 10 Knowledge
Project Manager Guide Areas
Structure
Each knowledge area now has 4 sections apart from the process details: Key Concepts, Trends & Emerging Practices, Tailoring, Considerations for
Agile/Adaptive Environments

What is a Project?
“A project is a temporary endeavor undertaken to create a unique product, service, or result.”
Temporary
▪ Has a definite START and END

▪ END is reached when project’s objectives are met OR need of the project does not exist OR project is
terminated
Unique
▪ Each project is different from other in at least 1 attribute

Uses of Project
Projects Drive Change
▪ They move an organization from one state to another to achieve some objective(s)
▪ There may be transition states in between
Projects Enable Business Value Creation

▪ Value is net quantified benefit
▪ Can be tangible or intangible
Projects Initiation Context

▪ Projects are initiated due to 4 main factors
– Meet regulatory, legal or social requirements
– Satisfy stakeholder requests or need
– Implement or change business or technological strategies and
– Create improve or fix products, processes or services

Examples of Project
▪ Developing a new product, service, or result
▪ Effecting a change in the structure, processes, staffing, or style of an organization
▪ Developing or acquiring a new or modified information system (hardware or software)
▪ Conducting a research effort whose outcome will be recorded
▪ Constructing a building, industrial plant, or infrastructure; or
▪ Implementing, improving or enhancing existing business processes and procedures

Importance of Project Management
“Project Management is the application of knowledge, skills, tools and techniques to meet the project
requirements.”
Effectively Managed Project Poorly Managed Project

▪ Helps individuals, groups, public or private ▪ Absence of project management may result in
organizations to: – Failure in achieving the objectives
– Meet business objectives – Missed deadlines
– Satisfy stake holder expectations – Cost overruns
– Increase chances of success – Poor quality
– Manage constraints – Rework
– Respond to risks in a timely manner – Unsatisfied stakeholders
– Deliver the right products at the right time – Loss of reputation for the organization
– Manage change in a better manner

Project Management Methodology
▪ The use of a methodology brings in consistency of approach across Projects, which defines how Projects
should be:
– Planned Policies
– Monitored
– and controlled within an Organization
Templates Processes
Project
Management
Methodology
PMBOK®
Guidelines
Guide

Project’s Competing Factors (Constraints)
▪ Also called as Project Constraints
▪ Project Manager has to balance the competing factors (included but not Scope
limited to) like Scope, Schedule and Cost along with Quality
Resource
Time
▪ It is the Project Manager‘s duty to balance and achieve these often-
competing goals
Risk Cost
Quality

Quiz
Q
Q. Which of the following is a Project?
a. Sending a weekly status report

b. Revamping the Office Interiors
c. Periodical Quality Audit
d. Selling product through ecommerce website

Answers
A
Q. Which of the following is a Project?
a. Sending a weekly status report
b. Revamping the Office Interiors
c. Periodical Quality Audit
d. Selling product through ecommerce website
Answer B:
A project has a definite start and end, and not ongoing or repetitive, as noted in other choices.

Quiz
Q
Q. Which of the following is NOT true for a Project –
a. It bring transitions in organizations due to reasons like change in business strategy
b. It can result in intangible benefits like better company reputation
c. It can be started due to social needs
d. Sometimes it is not temporary, for example the project will be terminated only when the company
closes due to bankruptcy

Answers
A
Q. Which of the following is NOT true for a Project –
a. It bring transitions in organizations due to reasons like change in business strategy
b. It can result in intangible benefits like better company reputation
c. It can be started due to social needs
d. Sometimes it is not temporary, for example the project will be terminated only when the company
closes due to bankruptcy
Answer : D
Explanation
Projects are always temporary.

Project, Program, Portfolio and OPM

Projects and Strategic Planning
▪ Projects, within Programs or Portfolio, are a means of achieving organizational goals and objectives, often in
the context of strategic plan
▪ Program and Project Management focuses on doing programs and projects the “right” way and,
▪ Portfolio Management focuses on doing the “right” programs and projects
▪ Portfolio Management aligns portfolios with organizational strategies by selecting the right programs or projects, prioritizing
the work, and providing the required resources
▪ Program Management harmonizes its program components and controls interdependencies in order to realize specified
benefits
▪ Project Management enables the achievement of organizational goals and objectives

Projects – The Larger Structure
K-12 Segment
Adding a new Line of Business in the
(Learning App for School Education) Organization
Market Project to check viability

Research
Content Application Marketing Program to launch the app

Development Development
Multiple inter-related projects

Class 1 Web Product
Content Application Launch
Operations focuses on ongoing production of goods/services by
optimising & transforming inputs to outputs.
Class 2 New Market
IoS APP Project & operations may intersect:
Content Development
• When developing a new service/product
• When improving operations
• At the end of product life cycle
Android App • At each phase closure

Project, Program and Portfolio
Portfolio is a collection of projects or programs and other work that are
Portfolio grouped together to facilitate effective management of that work to meet
strategic business objectives
Project
Program 1 Program 2 Program 3 Program is a collection of projects that are interrelated and/or
interdependent and obtains benefits not available from
individual components
Project Project Project
Multiple inter-related Projects can be in parallel, in

series, or in a combination of both. Projects are generally
Project Project Project dependent on each other and serve a common outcome
Project

OPM - Organizational Project Management
A framework in which a Project, Program & Portfolio Management are integrated to achieve organizational
objectives Organizational Environment
Portfolio Review and Adjustments
Program and Operations:

Portfolio: Projects:
Strategy Business Value
Value Results Realization
Decisions Delivery
Business Impact Analysis
Value Performance Analysis
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Fig 1-4 Page 17

PMBOK Guide Key Components
These components, when well managed, result in successful project completion
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Table 1-3 & Fig 1-5, Page 18

Project Life Cycle

Project Life Cycle
▪ A Project Life Cycle is the series of phases that a Project passes through from its initiation to its closure
▪ All projects are divided into phases
▪ A life cycle can be determined by the unique aspects of the organization, industry or technology employed
▪ A life cycle provides basic framework for managing the Project
Feasibility
Analysis
Design
Implementation
Project Lifecycle

Project Life Cycle in Different Industries
▪ There are various Project Life Cycle phases for different kinds of business. For example:
IT Software Development Construction Pharmaceuticals
▪ Requirements Gathering ▪ Feasibility ▪ Discovery and screening
▪ Analysis ▪ Planning and Design ▪ Preclinical development
▪ Design ▪ Production ▪ Registration Workup
▪ Development ▪ Turnover and Startup ▪ Post submission activities
▪ Testing
▪ Implementation

Phase to Phase Relationship
▪ There are 2 basic types of Phase to Phase relationships :
Sequential • A phase can only start once the previous

phase is complete
Phase to Phase
Relationships
Overlapping • A phase starts prior to completion of the
previous phase (Fast-tracking)
• Overlapping phase may increase risk and
can result in rework

Project vs. Product Life Cycle
▪ Product Life Cycle can generate multiple projects
▪ Project Life Cycle is divided into phases to provide better management control
▪ Phases in Product Life Cycle are generally sequential
Multiple Project Life Cycle during Product Life Cycle

Project Life Cycle
Maturity
Decline
Initiating > planning > executing > closing
Growth Retire
Monitoring and Controlling
Product Introduction
Ideation Product Development End of
Life
Time

Quiz
Q
Q. You are working to finalise the lifecycle model of a project that you are managing. Which of the following will
NOT be a phase in the lifecycle?
a. Requirements Analysis
b. Contract Finalization
c. Development
d. Design

Answers
A
Q. You are working to finalise the lifecycle model of a project that you are managing. Which of the following will
NOT be a phase in the lifecycle?
a. Requirements Analysis
b. Contract Finalization
c. Development
d. Design
Answer : B
Explanation
Contract finalization is an activity or event in any of the given phase.

Quiz
Q
Q. You are the project manager for creating the prototype of a car, and the prototype is accepted by the
management. Now, the car is being manufactured. This state is –
a. Program
b. Project
c. Operations
d. Portfolio

Answers
A
Q. You are the project manager for creating the prototype of a car, and the prototype is accepted by the
management. Now, the car is being manufactured. This state is –
a. Program
b. Project
c. Operations
d. Portfolio
Answer : C
Explanation
Manufacturing is a mass production, where output is not unique and similar set of activities gets repeated
over and over again, no progressive elaboration.

Quiz
Q
Q. Which of the following is an example of Portfolio Management?
a. Managing the budget of multiple projects within a program
b. Obtain benefits not available by managing individual projects
c. Prioritize organization resources for various projects and/or programs
d. Calculate detailed costs of a project

Answers
A
Q. Which of the following is an example of Portfolio Management?
a. Managing the budget of multiple projects within a program
b. Obtain benefits not available by managing individual projects
c. Prioritize organization resources for various projects and/or programs
d. Calculate detailed costs of a project
Answer : C
Explanation
Portfolio Management is responsible for prioritizing and allocating resources across projects and programs.

Types of Development Lifecycle
Predictive Life Cycle Iterative Life Cycle
▪ Project scope, time and cost are determined in early ▪ Project scope is generally determined early in the project
phases of the life cycle life cycle
▪ Also, called as waterfall life cycles ▪ Iterations develop the product through a series of repeated
cycles
▪ Increments successively add to the functionality of the
Adaptive Life Cycle product
▪ The detailed scope is defined and approved before the

start of iteration
▪ Also, called as agile or change-driven life cycles Incremental Life Cycle
▪ The deliverable is produced through a series of
iterations that successively add functionality within a
Hybrid Life Cycle predetermined time frame
▪ Combination of a predictive and an adaptive life cycle
Project lifecycle are predictive or adaptive which occur in one or more phases and include development lifecycles.

Phase Gate
▪ Done at the end of a phase where project performance is compared with:
– Project business case
– Project charter
– Project Management plan
– Benefits management plan
▪ Based on which a decision is made:

– Continue to the next phase
– Continue to the next phase with modification
– End the project
– Remain in the phase, or
– Repeat the phase or elements of it

Project Management Processes

What is a Process?
▪ Process is a set of interrelated actions and activities to create a pre-specified product, result or service
▪ Each process is characterized by its inputs, the tools and techniques that can be applied, and the resulting
outputs
Process
Tools and
Techniques
INPUTS OUTPUTS

Tailoring
▪ Selection of appropriate processes, tools, inputs, outputs, techniques & lifecycle phases
▪ Tailoring considers projects constraints, governance, culture, customer
▪ Done by the Project Manager in a collaborative manner
▪ Organizations may tailor Project Management methods to suit them, and provide additional tailoring
guidelines for individual projects

Project Management Process Groups
▪ Process groups are NOT project phases or stages
*
▪ Process groups may repeat in each of the project phase
▪ Also, called as Domains of Project Management
▪ There are a total of 49 Processes mapped to 5 Process Groups, which are:
Process Group # of Processes

Initiating 2
Planning 24
Executing 10
* PMI Trademark
Monitoring & Controlling 12
Closing 1

Project Management Knowledge Areas
Knowledge Area # of Processes
Project Integration Management 7
Project Scope Management 6
Project Schedule Management 6
Project Cost Management 4
Project Quality Management 3
Project Resource Management 6
Project Communications Management 3
Project Risk Management 7
Project Procurement Management 3
Project Stakeholder Management 4

Process Categories
▪ Processes used once or at predefined points in the project
– The processes like 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
– Many of the monitoring and control processes are ongoing from the start of the project, until it is
closed out

Project Management Data & Information
▪ During a project, lot of data is collected, analyzed, transformed, aggregated, shared & reported
• The raw observations and measurements identified during activities

performed to carry out the project work
• Project data are usually recorded in a Project Management Information
System (PMIS)®
• The performance data collected from various controlling processes,

analyzed in context and integrated based on relationships across areas
• The Physical or electronic representation of work performance information

compiled in project documents, which is intended to generate decisions or
raise issues, actions, or awareness

Project Management Business Documents
▪ Project Manager ensures that project approach is aligned to need as per business documents
Project Business Documents Responsibilities
▪ Project business case & Project benefits ▪ Sponsor - develop & maintain
management plan ▪ PM - assist in aligning project plan, business case, benefits
management plan, project charter, project success measures &
organizational goals. Tailor such documents. Align to program
business case if any

Interrelationship of Needs Assessment and Critical Business/Project Documents

Project Business Case
▪ Based on project needs assessment
▪ Justifies the project based on evaluation criteria, economic & other analysis
▪ Usually created before project initiation (pre-project)
▪ Facilitates measure of project success
▪ Maintained throughout the project
▪ Includes recommendations to decide go/no-go of project

Information in the Business Case
▪ Business needs – Business problem or opportunity, expected value, stakeholders & scope
▪ Situational analysis
– Goals, root cause and gap analysis
– Category of situation: required, desired or optional
– Options or alternatives or business scenarios to consider (i) do nothing (ii) do the minimum work
possible (iii) do more than the minimum work, to address the business needs
▪ Recommendation – of an option along with its details and implementation approach
▪ Evaluation – a benefits measurement plan, including during operations after the project is over

Project Benefits Management Plan
▪ Details how & when project benefits will be delivered & measured
– Target benefits
– Strategic alignment
– Timeframe for realizing benefits
– Benefits owner
– Metrics
– Assumptions
– Risks
▪ Developed based on the needs assessment & business case, thus created pre-project
▪ Note that benefits may be derived post the project in operations, thus this document can remain active after
the project is closed

Project Charter and Project Management Plan
Project Charter
▪ Issued by the project sponsor
▪ Formally authorizes the PM to use organizational resources for the project
▪ Formally authorizes the existence of a project
Project Management Plan
▪ Details how the project will be executed, monitored & controlled

Project Success Measures
▪ Projects success is measured in terms of completing the project within the constraints of scope, time, cost,
quality, resources, and risk as agreed between Project Manager and Senior Management (approved)
▪ Achievement of project objectives (benefits, financial & non-financial measures, desired state change,
contract fulfilment, satisfaction, user adoption or integration into operations, quality, governance
compliance, any other measures like process related)
▪ As defined by stakeholders (what is success, how it will be measured, what can impact it)
▪ Link to organizational strategy & business results
▪ Continuous business alignment is key to success
▪ It is not just scope, cost & time

Quiz
Q
Q. Which of these is NOT true about tailoring?
a. A project may be tailored within the project management method defined by the organization
b. A project may not be tailored once the project management method has been decided by the
organization
c. A project management method may be tailored to suit the organization’s policies
d. The project manager is usually responsible for tailoring the project processes

Answers
A
Q. Which of these is not true about tailoring?
a. A project may be tailored within the project management method defined by the organization
b. A project may not be tailored once the project management method has been decided by the
organization
c. A project management method may be tailored to suit the organization’s policies
d. The project manager is usually responsible for tailoring the project processes
Answer : B
Explanation
A company’s Project Management method will provide guidelines for project tailoring.

Quiz
Q
Q. Which of the following is NOT true about project business documents?
a. A project business case includes situational analysis of the problem or opportunity
b. A single project business case can include multiple options or alternatives like do nothing, do the
minimum and do more than the minimum, along with explanation of what those minimum and more
mean
c. A project benefits management plan includes benefits, their timeframes and owners, related
measurements and risks only until project closure.
d. A project benefits management plan has relationship with information in the business case

Answers
A
Q. Which of the following is NOT true about project business documents?
a. A project business case includes situational analysis of the problem or opportunity
b. A single project business case can include multiple options or alternatives like do nothing, do the
minimum and do more than the minimum, along with explanation of what those minimum and more
mean
c. A project benefits management plan includes benefits, their timeframes and owners, related
measurements and risks only until project closure.
d. A project benefits management plan has relationship with information in the business case
Answer : C
Explanation
A Project benefits continue beyond project closure.

Quiz
Q
Q. Which of the following is NOT a type of project lifecycle?
a. A hybrid lifecycle with a mix of predictive and iterative lifecycles
b. Adaptive lifecycle which can be agile, iterative or incremental
c. Fixed lifecycle where scope is fixed at the start
d. Predictive lifecycle where scope, cost and schedule at worked out at the start and changes to these are
managed properly

Answers
A
Q. Which of the following is NOT a type of project lifecycle?
a. A hybrid lifecycle with a mix of predictive and iterative lifecycles
b. Adaptive lifecycle which can be agile, iterative or incremental
c. Fixed lifecycle where scope is fixed at the start
d. Predictive lifecycle where scope, cost and schedule at worked out at the start and changes to these are
managed properly
Answer : C
Explanation
There is no lifecycle named fixed

Assignment
Q1: Identify the phases of the Project Lifecycle from a Project in your experience. If this is not possible, research
any Project and identify or obtain an understanding of its Lifecycle phases.

Summary


PMP Edureka1

Uploaded by

Copyright:

Available Formats

PMP Edureka1

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

PMP Edureka1

Uploaded by

Copyright:

Available Formats

How To Make The Best Use Of Live Sessions

Copyright © edureka and/or its affiliates. All rights reserved.

Project Management Professional (PMP)® is a global credential offered by PMI® Inc.

Copyright © edureka and/or its affiliates. All rights reserved.

Copyright © edureka and/or its affiliates. All rights reserved.

PMP® is a registered mark of Project Management Institute, Inc.

▪ About PMP® Certification

▪ Projects & importance of Project Management

▪ Relationship of Project, Program, Portfolio & Operations Management

Copyright © edureka and/or its affiliates. All rights reserved.

▪ Plan a raw timeline for PMP® certification

▪ Understand the concept of tailoring and apply it after completing the

▪ Focus on project benefits in addition to the traditional focus on project

Copyright © edureka and/or its affiliates. All rights reserved.

Copyright © edureka and/or its affiliates. All rights reserved.

→ Project Management → PMP ® credential

Copyright © edureka and/or its affiliates. All rights reserved.

Copyright © edureka and/or its affiliates. All rights reserved.

Copyright © edureka and/or its affiliates. All rights reserved.

Copyright © edureka and/or its affiliates. All rights reserved.

Copyright © edureka and/or its affiliates. All rights reserved.

▪ Project Management Institute (PMI®) is a not-for-profit association

▪ Global organization Headquartered in Pennsylvania, USA

▪ Over 500,000 members worldwide (over 171 countries)

Copyright © edureka and/or its affiliates. All rights reserved.

▪ PMI® offers the following credentials for Project Managers:

▪ Eligibility criteria for each of these credentials are different

Copyright © edureka and/or its affiliates. All rights reserved.

Educational Background PM Experience PM Education

▪ High School Diploma ▪ 60+ Months ▪ 35 Contact Hours

▪ Associate’s Degree or Global ▪ 7,500+ Hours

▪ Bachelor’s Degree or Global Equivalent ▪ 36+ Months ▪ 35 Contact Hours

▪ Project duration must not overlap

▪ Experience in projects during last 8 years

▪ 20% of applications are picked up for random audit

Copyright © edureka and/or its affiliates. All rights reserved.

Copyright © edureka and/or its affiliates. All rights reserved.

▪ Computer-based Testing ▪ USD 405.00 ▪ USD 555.00

▪ Paper-based Testing ▪ USD 250.00 ▪ USD 400.00

▪ Re-examination Computer-based ▪ USD 275.00 ▪ USD 375.00

▪ Re-examination Paper-based ▪ USD 150.00 ▪ USD 300.00

▪ PMI ® Membership Fee - USD 139

Copyright © edureka and/or its affiliates. All rights reserved.

Copyright © edureka and/or its affiliates. All rights reserved.

Copyright © edureka and/or its affiliates. All rights reserved.

▪ The PMBOK® Guide is a “distilled version” of project management body of knowledge

▪ Currently on 6th edition published in September 2017

▪ Source of all project management processes

Copyright © edureka and/or its affiliates. All rights reserved.

Copyright © edureka and/or its affiliates. All rights reserved.

▪ Has a definite START and END

▪ Each project is different from other in at least 1 attribute

Copyright © edureka and/or its affiliates. All rights reserved.

Projects Enable Business Value Creation

Projects Initiation Context

Copyright © edureka and/or its affiliates. All rights reserved.

▪ Effecting a change in the structure, processes, staffing, or style of an organization

▪ Developing or acquiring a new or modified information system (hardware or software)

▪ Conducting a research effort whose outcome will be recorded

▪ Constructing a building, industrial plant, or infrastructure; or