PMP® EXAM PREP

BOOTCAMP
(2021 UPDATE)
Session 1
Instructor: Barb Waters, MBA, PMP

PMP® Exam Prep

This course will assist learners in preparing
for PMI’s PMP Exam (2021 Update)
If you are watching on replay, this slide deck
may have been modified to correct typos or
to make minor adjustments. If you notice a
difference it is intentional and not an
indication of exam changes.
 PROJECT MANAGEMENT

Projects have changed over time.

Project management approaches have evolved as well.

Pre-history of PM 19th Century Mid-1950s Early 2000s

Rapid pace of change
• Adaptation is essential
• Too much planning results in rework
• What’s important now?
Before: Traditional Project Manager Now: Servant Leadership

• Leads the team • Provides for the team

• Task-focused • People-focused
• Role may be called lead, facilitator, Scrum
Master, Coach, etc..
 Value
Delivery
Framework

Business
Environment
VALUE
DELIVERY
People

Process
 Project Characteristics
• Temporary
• Unique product, service, or result
• Fulfills a purpose
• Requires dedicated resources

Different than Operational Work

• Ongoing
• Repetitive
• Often the result of a project handoff
The practice of initiating, planning,
executing, monitoring, controlling
and closing project work in order to
meet goals and achieve objectives
while keeping stakeholders
informed and engaged.
 Project Program Portfolio
• Managed by project • Managed by program manager • Managed by portfolio manager
• Related projects • Unrelated projects
manager
• Grouped to maximize benefits, • Grouped according to
• Has specific, individual resources, and efficiency for the organization's strategic
objectives projects objectives

Strategic Objective
Project Program

Project Project
Portfolio
Project

Project Project Project

Achieving strategic objectives that cannot be addressed within normal operations
Typically authorized as a result of
• Market demand
• Strategic opportunity/business need
• Environmental consideration
• Customer request
• Technological advance
• Legal requirement
 TRADITIONAL
PROJECT LIFE
CYCLE Starting the
project
Organizing and
preparing
Closing the
project

Traditional project management

can also be called:
Cost and
Staffing Level

• Waterfall
• Plan-driven
• Predictive
Project charter Accepted deliveries

Project management plan Archived project documents

Time
 Planning Planning Planning

Carrying out Carrying out Carrying out

AGILE
the work the work the work

PROJECT LIFE
CYCLE
Starting Closing
the project the project

Agile is iterative and adaptive.

There are multiple planning
phases.

Time
 Predictive Agile

• Plan carefully • Rolling wave planning

• Few course corrections • Constant course corrections
 Predictive Agile
• Waterfall methodology • Iterative
• Plan-driven • Incremental
• Traditional • Adaptive
• Stakeholder involvement

New
Requirement
Requirement functionality
Design & design
Develop
Development
Test
Testing Iteration
features
Deployment

Prioritized feature list

 MONITORING

CLOSING

PLANNING EXECUTING

INITIATING

CONTROLLING
 (EEFs)
“Enterprise” “Environment”
• Inside the organization • Outside the organization
• Government or industry
• Organizational structure
standards
• Organizational policies • Marketplace conditions
• Economy
• Technology
• Socio-political situation

100% 100%
VERIFIED VERIFIED

Human Resources Organizational Commercial Industry Standards Government Marketplace Political Climate
Culture or Structure Databases Standards Conditions
 ORGANIZATIONAL CULTURE
Values
• Vision and mission
statements
• Principles that it aims to
achieve
• Example: we are known for
our quality standards
Norms
• Set of implied or unwritten
rules and standards for the
way things are done
• Particular language or way of
communicating (jargon)
• Shared beliefs and practices
• Example: when a person
leaves the team, we have the
option to change desks in
order of seniority
Informal policies &
procedures
• Unwritten rules that the
members of an organization
are expected to follow
• Not found in employee
handbook
• How to interact with
employees, customers, and
other stakeholders
• How to really "get things
done around here".
• Example: go to a particular
manager for approval, rather
than to the person in the
organizational chart
Views of
authority
• level of respect for authority
among members of the
project
• determines whether work is
done on time and according
to specifications
• can affect level of risk to the
project
• Example: team members
decide to perform a task
differently than the way it was
assigned, which can impact
project objectives
 Projectized organization Functional organization

Executive Executive

Project Project Functional Functional

Manager Manager Manager Manager

Project Project
team member team member Staff Staff Staff Staff
MATRIX STRUCTURES
Types of Matrix Organizations:
• Strong matrix: project work over functional duties
• Balanced matrix: equal emphasis between functional duties and projects
• Weak matrix: functional duties over project work

Project team member

Project
Manager

Executive Shared staff

Functional
Manager
Staff
 Project Characteristics Functional Projectized

Project manager’s authority Very low High

Resource availability Very low High

Person in control of budget Functional manager Project manager

Project manager’s role Part time Full time

Project administrative staff Part time Full time


• Politics and Power
• Understanding how the organization works
• Using the correct form of power to
influence and negotiate
• Positional (sometimes called formal, authoritative, legitimate) (e.g., formal position granted in the
organization or team);
• Informational (e.g., control of gathering or distribution);
• Referent (e.g., respect or admiration others hold for the individual, credibility gained);
• Situational (e.g., gained due to unique situation such as specific crisis);
• Personal or charismatic (e.g., charm, attraction);
• Relational (e.g., participates in networking, connections, and alliances);
• Expert (e.g., skill, information possessed, experience, training,education,certification);
• Reward-oriented (e.g., ability to give praise, monetary or other desired items);
• Punitive or coercive (e.g., ability to invoke discipline or negative consequences);
• Ingratiating (e.g., application of flattery or other common ground to win favor or cooperation);
• Pressure-based (e.g., limit freedom of choice or movement for the purpose of gaining
• Compliance to desired action);
• Guilt-based (e.g., imposition of obligation or sense of duty);
• Persuasive (e.g., ability to provide arguments that move people to a desired course of
• action); and
• Avoiding (e.g., refusing to participate).
• Competing demands
• Primary constraints Time Cost
• Time
• Cost
• Scope Quality
Resources
• Secondary constraints
• Quality
• Resources
Scope
THE BUSINESS CASE

Answers "Why is this project needed?"

Includes high-level details
• Justification
• Benefits to the organization
• Alignment to the strategic plan
• Alternative solutions
• Recommended solution
• May include feasibility study
• Determine if project is viable
• Trial period
BUSINESS NEED
Answers the question “Why?”

• Customer requests
• Organizational needs
• Social needs
• Changes in market demands
• Legal requirements
• Government standards
• Technological advances
• Ecological impacts
• Required training
 Business need

High-level scope
description

Strategic plan Acceptance criteria

SUNK COSTS

Sunk costs: Money that has been

spent and cannot be recovered
 Benefits analysis

Projects Results Usage Benefits

 Customer Employees

WHO BENEFITS? Benefits

Business

Environment Sponsor
Tangible Intangible
• Monetary assets • Good will
• Fixtures • Brand recognition
• Stockholder equity • Public benefit
• Utility • Trademarks
• Can be quantified • Difficult to quantify

Organizations obtain business value from project investments.

Project Selection Methods/Decision Models
Mathematical Approach
• Evaluate project on its own merits
• Constrained optimization
• Goal is to optimize the reward
Comparative Approach
Benefit Measurement Methods
• Payback period
• Internal Rate of Return (IRR)
• Net Present Value (NPV)
• Cost Benefit Analysis
• Benefit Cost Ratio (BCR)
• Scoring Models
• Rate options against predefined list of
criteria
THE PROJECT CHARTER
Provides formal authorization
for project work to begin
• Sponsor’s signature
• No work can begin until the charter is signed

Names the project manager

• Responsibilities
• Level of authority

Provides high level project information

• Business need • Schedule, milestones, and budget
• Objectives • Key stakeholders
• Requirements • Known risks
• Scope description • Success criteria
• Key deliverables
IDENTIFY STAKEHOLDERS

Suppliers
Sponsor
Society

External
Internal

Government
Project Team Project

Creditors

Operations End users

Customers

Any person or organization that has a vested interest in your project.

If you aren’t sure of all stakeholders, you may utilize “personas”.
 •Power/Interest grid
•Power/Influence grid
Level of Involvement

•Influence/Impact grid
Keep Satisfied Manage Closely •Salience Model
• Power, Urgency, Legitimacy
• (3D)

Keep in mind that stakeholder

attitudes and positions can
Monitor Keep Informed change. Stakeholder analysis is
ongoing.

Level of Influence
STAKEHOLDER REGISTER

Project Title: Date Prepared:

Functional
ext. 5711 Susan returns to
Savannah manager of Notify of schedule
s.paulus@gleeson.co Senior architect functional duties by 2
Paulus team member changes
m September 1st
Susan Chung

Consulted on any
30776 Oak Ave
Ramon Chair, Poseidon Park No environmental construction that
Tel: 303-555-5768 None 3
Weiss Protection Association impact on adjacent park could impinge on park
Cell: 303-555-2889
grounds

- Meet all milestones

75-472 Barcel Court Project delivered:
- Keep to schedule,
Barry Tel: 303-555-8173, - On time
CEO, Unito Properties Customer budget, scope 1
Bashira Ext. 5669 - On spec
- Fulfill customer
Fax: 303-555-8194 - On budget
requirements
Stakeholder Register: Issue Log:
Reevaluate and update regularly
Keep track of stakeholder issues and concerns
Stakeholder engagement can change
Document status of issues and actions taken
Low-power stakeholders may leverage relationships
 Scope Schedule Cost

This may go
through Resources
multiple
iterations.
Quality Risk Communication

Integration
 The Project Management Plan is like the
owner’s manual for your project.

• Realistic
• Agreed upon
• Formal document
• Contains a subsidiary management plan for each
knowledge area.
Purpose
• Announce the start of the project
• Communicate the vision
• Ensure buy-in
• Introduce key details to stakeholders
• Milestones
• Risks
• Communication plan
• Meeting schedule
• Policies
Attendees
• Project Manager and team
• Sponsor
• Functional Managers
• Customers
• Vendors
• Key Stakeholders
Developing a detailed description

PROJECT “HOW” PRODUCT “WHAT”

 Scope Management Plan Requirements Management Plan

1. How will scope be defined? 1. How requirements will be planned,

2. How will scope be validated and tracked, and reported
controlled? 2. How changes will be managed
3. How will scope be managed throughout 3. Priorities and metrics
the project? 4. Traceability structure for capture of
requirements
How the costumer How the project leader How the analyst How the programmer What the beta testers How the business
explained it understood it designed it wrote it received consultant described it

How the project was What operations How the customer was How it was supported What marketing What the costumer
documented installed billed advertised really needed
Business
• What should the product be like?
• Big-picture business goals
• Collect requirements
• Benefits in terms of profit or metrics
• Understand customer needs
• Features or functionality a product must have
Functional
• Narrowing down final set of requirements
• How it works • Provide as much detail as possible
• “If you push this button, this will happen.”

Non-Functional
• Characteristics such as appearance
• “The power button will be green.”
 BRAINSTORMING

• A technique used to generate and collect

multiple ideas related to project and product
requirements.
• Create an unstructured list
• Members inspire each other
 MEETINGS
Focus Groups Facilitated Workshops
• Interactive discussion • Cross-functional
• What are your expectations or concerns? • Diverse viewpoints
• What specific requirements do you feel need to • Avoid “group think”
be included, or excluded? • Meet to work and make decisions

Meetings
Gather responses to questions

Reach many people at once

Use statistical analysis

 • Prioritization tool
I think 1, 3, I think 1, 3,
• Brainstorm ideas, then rank them
then 2 then 2
• Each member has equal say

I prefer 2, 1,
then 3
Idea #1 Idea #2 Idea #3
Voter #1 1 2 3
Voter #2 2 3 1
Voter #3 2 1 3
Total 1.67 2 2.33
 MIND MAPPING

• Visually organize
information and ideas
• Start with a concept
and link to more ideas
A technique in which a large number of ideas are classified into groups for further review and analysis

Affinity Diagram
Topic # 1 Topic # 2 Topic # 3 Topic # 4 Topic # 5

Topic Topic Topic Topic Topic

Topic Topic Topic Topic Topic

Topic Topic Topic Topic

Topic Topic Topic

 Requirement Difficulty Cost Resources Risk Value Skill Level Total score

Requirement X 3 2 3 3 3 2 16
Requirement Y 3 1 3 3 3 3 16
Requirement Z 1 3 2 2 2 2 12

Requirement A 3 2 2 1 1 1 10

Requirement B 1 2 1 3 2 2 11

Requirement C 2 1 3 2 3 3 14

Requirement D 2 3 1 1 1 1 9

Requirement V 1 2 1 2 1 2 9

A technique that utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk
levels, uncertainty, and valuation, to evaluate and rank many ideas.
 MAKING
There are various methods of reaching
a group decision such as
• Unanimity. A decision that is reached whereby everyone agrees
on a single course of action. One way to reach unanimity is the
Delphi technique.

• Majority. A decision that is reached with support obtained from

more than 50% of the members of the group.

• Plurality. A decision that is reached whereby the largest block in

a group decides, even if a majority is not achieved.

• Dictatorship. In this method, one individual makes the decision

for the group.
 OBSERVATION

• Watch how a task is performed

• Job shadowing
• Participant observation
 PROTOTYPES

• Working model of a product

• Example: prototype of virtual reality
headset
• Users give feedback
• Refine prototype based on requirements
REQUIREMENTS
DOCUMENTATION
Result of collecting requirements
Quantifies and prioritizes
• Needs
• Wants
• Expectations
Includes how each requirement satisfies a
business need
• Forward and backward traceability
• Unique identifier
• Tracking system

UID
Requirements 1 PRODO23
VALUE What can be optimized?
ENGINEERING • Processes
• Technology 1
• Experienced resources
Value Engineering/Value
2
Analysis: Identifying the best
value alternative for materials, What can be eliminated?
designs, etc. in an effort to cut Eliminate
• Unnecessary steps and features
costs while increasing efficiency,
effectiveness or quality. 4
What can be substituted?
• Materials 5
• Vendor
SCOPE BOUNDARIES

Excluded Excluded
requirements Included requirements requirements

Project scope is like a boundary

 SCOPE CREEP

Uncontrolled increase in scope

Some changes seem minor Project scope
boundary
Over time, they add up

Uncontrolled changes
 PRODUCT ACCEPTANCE CRITERIA
• Do deliverables meet requirements?
• Prevents disagreements

Acceptance criteria
Battery lasts 8 hours on full charge

Password protected with 4-6 characters

Assumption. A factor in the planning process that is
considered to be true, real, or certain, without proof or
demonstration.

• We have to make certain assumptions during

planning.
• Ex: Prices of raw materials will remain steady.
• Ex: Vendors will follow through on
commitments.
• Ex: Resources will remain available.
• Inaccurate assumptions contribute to risk.
Components of a Scope Statement
• Project objective (from the charter)
• Project description
• Acceptance criteria
• Key deliverables
• Scope exclusions
• Time and cost estimates
• Project constraints
• Project assumptions
 WORK BREAKDOWN STRUCTURE (WBS)

1.0 Project name

2.0 Phase 3.0 4.0 5.0 Decomposition can be tailored

Lowest level is always called
2.1 Deliverable the “work package”
8/80 or 4/40 rule
2.3 Sub-deliverable Control accounts

2.4.1 Work package 2.4.2

WBS DICTIONARY
WBS Dictionary
Project name: Software integration project Date: June 23
WBS number: 4.2 WBS name: Coding
Parent WBS number: 4 Parent WBS name: Development
Responsible individual/organization: Development team
Associated requirement(s):

Scope of work: The modules will be developed using all the available tools that will
enable the developers to handle both the visual and run time software requirements.
The software to be integrated has both server and end user components.

Budget: Cost account 2b

Child WBS number: 4.2.1
Child WBS number: 4.2.2
Prepared by: Gina Rosetti
Title: Development manager
Date: May 12
Child WBS name: Server
Child WBS name: End user
Approved by: Anthony Caruso
Title: Project manager
 SCOPE BASELINE

Scope Statement WBS

Scope
WBS Statement

WBS Dictionary
• Code Identifier
• Description of work
• Life of schedule milestones A-Z
• Resources
• Cost estimates WBS Dictionary
• Quality requirements
• ETC.
ROLLING
WAVE PLANNING
• Plan each task as it gets closer
• Progressive elaboration
• Adding more detail to the plan as
additional project information
becomes available
• Allows the plan to evolve in a
controlled way
• Iterative process
• Not scope creep
SCHEDULE
MANAGEMENT PLAN

Decisions
• Methodology and technology
• Estimating techniques
• Level of accuracy
• Units of measure
• Define process for tracking and
reporting

Factors that will affect the

schedule
• Time zones
• Holiday schedules
• Labor laws, etc..
DEFINING ACTIVITIES: HOW TO WORD DELIVERABLES

Scope Schedule
WBS (nouns) Activities (verbs)

Training materials Develop training materials

Operating system Program operating system

 WORK BREAKDOWN STRUCTURE (WBS)
1.0 Project name

2.0 Phase 3.0 4.0 5.0

• Decomposition
2.1 Deliverable • Lowest level is always called
the “work package”
2.3 Sub-deliverable

2.4.1 Work package 2.4.2

 DEFINE ACTIVITIES
WBS Decomposition

Activity List and Attributes

1.0 Project name
• Activity and WBS ID
• Activity description
• Predecessor and successor information
2.0 Phase 3.0 4.0 5.0
• Logical relationships and lead/lag time
• Resource requirements
• Geographic area
2.1 Deliverable

Activity ID WBS ID Name Description

1. 1.1.2.2.2. Activity Change the oil
2.3 Sub-deliverable
2. 1.1.2.2.2. Activity Rotate the
tires
3. 1.1.2.2.2. Activity Verify
2.4.1 Work package 2.4.2 Vehicle Prep insurance
Zero-duration events
Mandatory milestone
Optional milestone
May be used as “quality gates”
Positioned after final process in phase
Decision points
They trigger
• Other project activities
• Customer invoicing
 ACTIVITIES

Logical relationship between activities

Purpose: to identify the logical relationships between activities so you can develop
a realistic schedule
Apply leads and lags
 SEQUENCING ACTIVITIES:

Precedence Diagramming Method:

Identifying and documenting relationships among project activities to obtain the greatest efficiency

Purchase
H P
Tablets V C

F G O
A
How to read a network diagram:
I
• The left side of an activity is the start

Develop • The right side of an activity is the finish

Z
Application • Activities flow from left to right
SEQUENCING ACTIVITIES

Sequential Activities Concurrent Activities

3
A D

Activity A Activity D
is predecessor is successor 1 2
of Activity D of Activity A
Dependency Description

Mandatory Contractually required or inherent to the nature of the work. Hard logic.

Established based on knowledge of best practices or desired specific sequences.

Discretionary
Must be documented since they can create additional unnecessary float. Soft logic.

Relationship between project activities and non-project activities, usually outside

External
the team’s control.

Relationships that are internal to the company or project may be out of the team’s
Internal
control.
 Finish to Start, or FS, is a dependency relationship in which one
activity must finish before another activity can start. In a project
schedule network diagram a finish-to-start relationship is shown as an
arrow connecting the right-hand side of the preceding activity to the
left-hand side of the subsequent activity.

FINISH TO This is the most common type of relationship.

START (FS)
Finish-to-start relationship
A B Activity A must finish before
Activity B can start

Example: You must finish the background check before a new hire can
begin working.
 Start to Start, or SS, is a dependency relationship in which one activity
must start before another activity can start. In a project schedule
network diagram a start-to-start relationship is shown as an arrow
connecting the left-hand side of the preceding activity to the left-hand
side of the subsequent activity.

START TO
START (SS) A Start-to-start relationship
Activity A must start before
Activity B can start
B

Example: You can start the new hire paperwork and start the
background check.
 Finish to Finish, or FF, is a dependency relationship in which one
activity must finish before another activity can finish. In a project
schedule network diagram a finish-to-finish relationship is shown as an
arrow connecting the right-hand side of the preceding activity to the
right-hand side of the subsequent activity.

FINISH TO
FINISH (FF) A Finish-to-finish relationship
Activity A must finish before
Activity B can finish
B

Example: Ideally, you should finish training your replacement before

you leave your job.
 Start to Finish, or SF, is a dependency relationship in which one
activity must start before another activity can finish. In a project
schedule network diagram a start-to-finish relationship is shown as an
arrow connecting the left-hand side of the preceding activity to the
right-hand side of the subsequent activity.

START TO
FINISH (SF) B Start-to-finish relationship
Activity B must start before
Activity A can finish
A

Example: The second shift of workers must arrive before the first shift
can leave.
 Finish to Start

Advertise event

FS-2 weeks
LEADS (Lead)
2 weeks

Open registration

2 Week Overlap

“Open registration” starts 2 weeks before “Advertise event” finishes

 Finish to Start
FS + 2 weeks (Lag)

Last day of Conduct exit

LAGS work interview

2 weeks

2 Week Delay
Activity 2 starts 2 weeks after Activity 1 finishes
 One of the following must happen before the
successor activity can begin:
• Client sign-off
• Management approval
GOVERNANCE • Legislative approval
GATES

A B
ACTIVITY ON
Project Schedule Network Diagrams

Purchase
H P
Tablets V C

F G O
A
I

Develop
Z
Application
ACTIVITY ON
Project Schedule Network Diagrams

Activity A

1 2 4
Activity F

5
 RESOURCES
• Determine what resources are needed
• Gather information
• Resource types:
• Human resources – people
• Physical resources – materials, equipment, and supplies

Considerations
• Types of resources
• Quantity of resources required
• Required skill sets
• Project team roles and availability
 INFLUENCES ON RESOURCES

• Organizational culture and

structure
• Existing human resources
• Personnel administration policies
• Marketplace conditions

Copyright ® Skillsoft 2020

Resources are the largest expense
Coordinated with estimating costs
What the project will cost
What the project can afford
Realistic project schedule
 June July August
1 8 15 22 29 6 13 20 27 3 10 17 24 31
Human resources Available
Brenner, Todd
Cassidy, Michael
Estevez, Mimi Unavailable
Martinez, Mimi
Randall, Steven Required
Thomson, Noah
Wang, Sara
Not required
Material resources
Printer
Conference Room B

Skill resources
Graphic designer
Product expert
Public relation editor
Content writer
Administrator
 ESTIMATING

Project resource requirements Project

Phase 1 Phase 2 Phase 3

1.1 1.2 1.3

Deliverable Deliverable Deliverable

Estimate activity
resource requirements
1.1.1 1.1.2
Work Work
Package Package
 RESOURCES

Resource Breakdown Structure (RBS)

Software Project
• Visually simple
• Breaks resources into categories
• Organizes data
Software
Testers
• Reports on utilization Developers

Andy Tim Kim

Cost: $45/hr Cost: $35/hr Cost: $25/hr
Availability: 20 Availability: 40 Availability: 40
hrs/wk hrs/wk hrs/wk
• Also known as “top-down” estimates New Project:
• Good for well-known work Software Upgrade Version 3

Duration estimate: 6 months

Pros
• Quick
• Inexpensive

Cons Previous Project: Previous Project:

• Not always accurate Software Upgrade Version 1 Software Upgrade Version 2

Duration estimate: 6 months Duration estimate: 6 months

Copyright ® Skillsoft 2020

 (EFFORT VS. DURATION)
Effort Duration

• Amount of labor invested • How long an activity

in an activity takes
• Used to calculate cost

40 hours ÷ 2 people = 20 hours

Effort = 40 hours
Duration = 20 hours

Copyright ® Skillsoft 2020

 (EFFORT VS. DURATION)

• 10 rooms Quantity of Work x Productivity Rate

= Duration
• 4 hours/room Number of Resources
• 40 hours of work
• 2 painters

(10 X 4)
Duration = 20 hours = 20
2

Copyright ® Skillsoft 2020

LAW OF DIMINISHING RETURNS

Team of 2 = 20 hours

Team of 4 = 10 hours

Team of 6 = 10 hours
Activity estimate = $5,600

Team of 8 = 15 hours
 ESTIMATING

Optimistic Most Likely Pessimistic

THREE-
Beta (PERT) Formula
POINT O + (4 x ML ) + P
6
ESTIMATING
Example
Program Evaluation
and Review Optimistic 40 minutes
Technique Most Likely 50 minutes
(PERT) Pessimistic 90 minutes

Beta formula PERT Results

Weight the most (40 + (4 x 50) + 90 )/ 6
likely x 4
330/ 6
Expected duration = 55 minutes
THREE-
Triangular Formula
POINT O + ML+ P
ESTIMATING 3
Example
What if you have no Optimistic 40 minutes
subject matter
Most Likely 50 minutes
expert?
Pessimistic 90 minutes
Triangular formula PERT Results

(40 + 50 + 90 )/ 3
180 / 3
Expected duration = 60 minutes
 Uncertainty Calculator
Pessimistic – Optimistic = Uncertainty

Pessimistic Optimistic
90 40

Triangular Beta

RESERVE (P – O)/3 = Uncertainty (P – O)/6 =Uncertainty

(___ - ___)/6 = ___

(___ - ___)/3 = ___
ANALYSIS __ __ __ __
Reserves may be added to activity durations to account for
schedule uncertainty.
 Buffer

(Task) 20 days x 10% = 2 days

(Project) 52 weeks x 10% = 5.2 weeks

RESERVE
ANALYSIS Buffer time for
the project
WITH ACTIVITY DURATIONS

Purchase
H Tablets P V C

F G O
A
I

Develop
Z
Application
For complete exam information, visit the
Project Management Institute at pmi.org
• Exam prerequisites

• Exam content outline

• Handbook
 REFERENCE LIST
The Project Management Institute states that, “it should also be noted that the references identified herewith are but one element of a broader set of
educational resources and texts that might possibly be utilized for exam and study preparation”.

Book Author
Agile Practice Guide Project Management Institute

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Project Management Institute

Project Management: A Systems Approach to Planning, Scheduling, and Controlling Harold Kerzner

Effective Project Management: Traditional, Agile, Extreme, Hybrid Robert K. Wysocki

Fundamentals of Technology Project Management, 2nd Edition Colleen Garton, with Erika McCulloch

Project Managers Portable Handbook, 3rd Edition David Cleland and Lewis Ireland

Information Technology Project Management, 7th Edition Kathy Schwalbe

Essential Scrum: A Practical Guide to the Most Popular Agile Process Kenneth S. Rubin

Project Management: The Managerial Process Erik Larson

The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right Tom Kendrick
 EXAM DOMAINS
High-level knowledge areas essential to the practice of project management.

8%
People

42%
180 Questions Process
230 Minutes
50%
Business Environment
 PMP 35 CONTACT HOURS: SELF-REPORTING
PROCESS DOMAIN
• Defining and Identifying Project Risk
• Performing Risk Analysis PEOPLE DOMAIN
• Building and Training the Project Team
• Planning and Managing the Project Budget
• Engaging Team Members and Stakeholders
• Planning the Project Schedule • Leading the Team
• Performing a Critical Path Analysis
PMP Exam Prep Bootcamp
• Establishing Quality Standards
• Delivering Project Quality
BUSINESS ENVIRONMENT DOMAIN
• Managing the Project Scope
• Planning and Managing Project Compliance
• Implementing a Procurement Strategy • Assessing the Business Environment and Changes
• Integrating Project Activities and Changes • Delivering Project Benefits and Value
• Maintaining Project Artifacts and Knowledge

These are the recommended courses that can be combined for 35 contact hours. The Domains can be taken in any order.
TASKS:
• Execute project with the urgency required to deliver business value
• Manage communications
• Assess and manage risks
• Engage stakeholders
• Plan and manage budget and resources
• Plan and manage schedule
• Plan and manage quality of products/deliverables
• Plan and manage scope
• Integrate project planning activities
• Manage project changes
• Plan and manage procurement
• Manage project artifacts
• Determine appropriate project methodology/methods and practices
• Establish project governance structure
• Manage project issues
• Ensure knowledge transfer for project continuity
• Plan and manage project/phase closure or transitions
 DOMAINS, TASKS, ENABLERS

Organizational
Process Assets
(OPAs)
Domain Task Enabler

• Process • Assess and manage risks • Iteratively assess and prioritize risks
Risk Register
Please share your thoughts.

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Bootcamp experience.

Thank you for attending Session 1!