Project

PMP
Management
Preparation
Professional (PMP)
Welcome Kit
Preparation
Welcome Kit

Day 01
Day
01 Pre-read:
Pre-read:
Project
Management
Project Management
- Introduction,
Introduction,
Initiation
Planning- I-Process
I Process
Initiation &&Planning
Group
Group

Global Registered
Education Provider

Enterprise Portfolio and

Project Management

PMP Preparation Welcome

Kit
P Seenivasan
Copyrights 2015 Proventures
PMP Preparation Welcome Kit
*A Guide to the Project Management Body of Knowledge Fifth Edition
PMBOK and PMP are registered marks of Project
Management
Institute,
Inc.
Copyright
2015
Proventures

| Confidential

Day 01 Pre-read: Project Management - Introduction, Initiation & Planning -I Process

Group

Contents
1. INTRODUCTION ........................................................................................................................ 2
2. PROJECT MANAGEMENT - INTRODUCTION ................................................................................... 3
PMBOK Guide ....................................................................................................................... 3
Project & Project Management.................................................................................................. 4
Constraints in a Project ............................................................................................................ 5
Project Managements Relationships .......................................................................................... 5
EEF, OPA & PMO ..................................................................................................................... 6
Role of a Project Manager ........................................................................................................ 6
3. INITIATING PROCESS GROUP ...................................................................................................... 7
Develop Project Charter ........................................................................................................... 8
Identify Stakeholders ............................................................................................................... 8
4. PLANNING PROCESS GROUP - I.................................................................................................... 9
Develop Project Management Plan............................................................................................. 9
Plan Scope Management ........................................................................................................ 10
Collect Requirements ............................................................................................................. 10
Define Scope ........................................................................................................................ 11
Create WBS.......................................................................................................................... 11

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1. INTRODUCTION
CONGRATULATIONs on your first step to become a Project Management Professional (PMP)!
Progressive Ventures welcomes you to the beginning of one of the most exciting professional
expedition. When you reach the PMP certification summit, you would have actually passed an exam
of international repute and recognition. The PMP certification demonstrates your knowledge and
application of project management best practices in the real world.
So, how difficult is this journey?
Well, at Progressive Ventures, we have had the opportunity to engage more than 5000 PMP aspirants
over 7 years. From our experiences, there are ONLY 2 reasons why some of our participants find the
journey challenging - lack of real world understanding of project management and lack of familiarity
with PMBOK1 terminology.
Stay tight! We have good news!
Our PMP success stories demonstrate that it is possible to overcome these 2 challenges. All that you
require is in-depth discussions with real world project practitioners and a focused learning effort of
the PMBOK Guide. Hence, we have designed this 4 day intensive training, by selecting real world
practitioners as faculties and providing 24x7 training aids such as e-learning for your learning support.
So, get ready to absorb some project management concepts!
Day 01 Topics
One the first day, we will explore Chapters 1 to 5 of PMBOK

Project management - Introduction

Initiating Process Group
Planning Process Group

Project Charter Process

Identify Stakeholder

Develop PMP
Define Scope
Collect Requirements
Create WBS

PMBOK: A Guide to the Project Management Body of Knowledge or popularly known as PMBOK Guide, is recognized as a global
standard for the project management profession. It presents a set of standard terminologies and guidelines for project management. It is
the study reference recommended by Project Management Institute (PMI) for Project Management Professional (PMP) certification.
PMBOK Guide is currently into its 5th edition.

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2. PROJECT MANAGEMENT - INTRODUCTION

PMBOK Guide
Before we dive into project management, lets first see what the PMBOK Guide is and what it
contains!
A Guide to Project Management Book of Knowledge or the PMBOK Guide provides guidelines for
managing individual projects and defines project management concepts. In layman terms, the
PMBOK Guide is a set of good practices in project management.
The following vital statistics might interest you! The PMBOK contains 47 processes logically
distributed within 5 project management Process Groups and 10 Knowledge Areas. The PMBOK
also documents about 130 tools & techniques to support the execution of the 47 processes.
The below table indicates distribution of processes across Process groups and Knowledge Areas
Project Management Process Groups
Knowledge Areas

Project Integration
Management

Initiating
Process

Planning
Process

Executing
Process

Monitoring and
Control Process

Closing
Process

Group

Group

Group

Group

Group

Total

Project Scope
Management

Project Time
Management

Project Cost
Management

Project Quality
Management
Project Human
Resources
Management
Project
Communication

Management
Project Risk
Management
Project
Procurement

Management

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Project Stakeholder
Management

Total

24

11

4
2

47

Now that we have an idea of the PMBOK guide, lets venture into project!

Project & Project Management

What does it mean when we say that we are doing a project? Are projects the same as operations?
Think about it! Understanding the distinctive characteristics of projects in general is an important
first step before we get into the life cycle and management processes.
Thankfully, the PMBOK has a one-liner definition of a project:

Project is a temporary endeavor undertaken to create a unique product or service or result.

The temporariness of a project is not just limited to its pre-set start & finish dates. The resources
working on the project and also the opportunity window that exists for the projects products are
temporary as well.
Secondly, the uniqueness of the outcome of the project- this is what differentiates a project from
the repetitive & ongoing nature of operations, even though projects & operations might intersect at
various points in the product life cycle.
[Pause for a moment here and list down few projects and related details that you have been involved
in the last 5 years or more. This will come in handy when you are submitting your experience for
verification to the PMI.]
Now that you have grasped what a project really is, lets discover what Project Management is all
about!
Simply said,
Project Management is the application of the knowledge about the various processes with the
help of distinct project management tools & techniques in real world projects systematically.
As a practitioner, one can use these tools & techniques, in isolation or in combination, which are in
accordance with the compulsions within ones project organization.

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Constraints in a Project
We know what a Project is! In addition, what project management means! Still executing a project to
completion is a challenge in many organizations! Is there any reason for this?
Well, the reason is one word CHANGE! As many would agree, we live in a dynamic world; this mainly
affects 3 factors in a project, namely, Scope, Time & Cost. These 3 factors are commonly known in the
project world as Triple Constraints.
Constraints depend on the characteristics specific to the project and the circumstances influencing the
project. In addition to the known Triple constraints, the PMBOK Guide identifies 3 more constraints
- Quality, Resource & Risk. The dynamic nature of inter-dependencies among these constraints is what,
we, as Project Managers need to deal with our team on a day to day basis.

Project Managements Relation ships

What are the other influences a project manager should know apart from these constraints?
Actually, there are quite a few relationships which can influence a project. PMBOK Guide covers indetail the key relationships which can influence application of project management process / tools &
techniques in a major way within the organization. We have provided the definitions of the key
relationships below, just to familiarize these terms!
Organizational Project Management (OPM) - A strategy execution framework utilizing project,
program & portfolio management to consistently and predictably deliver organizational strategy
Program Management - A group of related project, subprograms, and program activities
managed in a coordinated way to obtain benefits not available from managing them individually.
Portfolio Management - A centralized management of one or more portfolios to achieve
strategic objectives. It focuses on ensuring projects & programs are reviewed to prioritize
resource allocation, and are aligned with organizational strategies.
Business Value - The entire value of business; the sum of all tangible & intangible elements.
It is a concept unique to each organization.
Organizational Strategy - It defines the direction for development & growth, in addition to
the performance metrics for success.
Project Governance - The alignment of project objectives with the strategy of the larger
organization by the project sponsor and project team.
Operations Management - An area of management concerned with ongoing production of
goods and/or services. It is concerned with managing process that transforms inputs into
outputs.

Apart, from these relationships, another important factor that can influence project management is
the organizations structure. Just as how the shape of a container influences the shape of the liquid
it holds, the organizational culture, style & structure influences the performance of the project.

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Different organizational structures have differing perceptions of projects, project management,

and the role of project manager. The following table provides the project characteristics for
different organizational structures.
Project Characteristics
Project Manager's
Authority

Functional

Weak

Organizational Structure
Matrix Structure
Balanced
Strong
Low to
Moderate to
moderate
High
Low to
Moderate to
moderate
High
Project
Mixed
Manager

Projectized

Who Controls the Project

Budget

Little or
None
Little or
None
Functional
Manager

Functional
Manager

Project Manager's Role

Part-time

Part-time

Full-time

Full-time

Full-time

Project Management
Administrative Staff

Part-time

Part-time

Part-time

Full-time

Full-time

Resource Availability

Limited
Limited

High to
almost Total
High to
almost Total
Project
Manager

EEF, OPA & PMO

EEF & OPA are the two entities you will visit almost every other day as you go about managing
your project. A Project Manager needs to understand the internal & external environment that
surrounds a project to influence the projects criteria for success. Moreover, an organization needs
lessons learnt for each project to be available across the organization.
These two needs are addressed by EEF & OPA.

ENTERPRISE ENVIRONMENTAL FACTORS (EEF) typically includes organizational culture, structure,

government & industry standards, market place conditions, various commercial databases etc.
ORGANIZATIONAL PROCESS ASSETS (OPA) typically includes the repository of processes,
procedures, templates and the corporate knowledge base.

The Project Management Office (PMO) is an important organizational body that provides a range
of support functions that also includes ownership EEF & OPA. In strong matrix or projectized
organizations, this function is further empowered to actually decide which projects the
organization should undertake, to control the strategic resources and to monitor the performance
at the enterprise level.

Role of a Project Manager

Understanding the BIG picture is required of a project manager! It is vital that the project
manager understands the relationships between portfolio, program, strategic planning, and
operation management within an organization to his/her project. Understanding the holistic view
ensures focus on the business value outcome of his/her project moving towards the organizations
goals & objectives as well as that of its stakeholders.
Now that, we have a fair idea of Project Management and PMBOK Guide, lets move on to the first
Process Group, Initiating Process Group.

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3. INITIATING PROCESS GROUP

Snippets
PMP Exam Significance: This process group will make up to 11% of exam questions
Number of Processes within the Initiating group = 2
Knowledge Areas involved
Develop Project Charter -> Project Integration Management
Identify Stakeholders -> Project Stakeholders Management
The Initiating Process Group consists of those processes performed to define a new project/phase
by obtaining authorization to start the project/phase.
Initiating Within the initiating processes:

Initial scope is defined & initial financial resources are committed and the Project Manager is
selected. He is given the authority to apply organizational resources to the project (within the
Project Charter)

Internal & external stakeholders who will interact/influence the overall outcome of the
project are identified (within the Stakeholder Register)

When the charter is approved, the project becomes officially authorized. Although the project
management team may help write the project charter, approval & funding are external to the projects
boundaries. Initiating processes are revisited at the start of every subsequent phase in a multi-phase
project to validate the decisions made during the original Develop Project Charter &
Identify Stakeholders processes. This helps keep the project focused on the business need, verify the
success criteria and review the influence & objectives of the project stakeholders. A decision is then
made as to whether the project should be continued or not.
Stakeholder/customer buy-in is achieved primarily by involving the customers and other stakeholders
during initiation. This greatly improves the probability of shared ownership, deliverable acceptance
and customer & other stakeholder satisfaction. Initiating processes can be performed by
organizational, program/portfolio processes external to the project. Pre-project activities such as
documenting high level requirements, feasibility of the new undertaking, and clear descriptions of the
project objectives including reasons why a specific project is the best alternative to satisfy the
requirements may all be undertaken prior to the start of a new project with the larger organization.
This pre-project documentation may also include initial project scope statement, deliverables, project
duration, a forecast of the resources for the organizations investment analysis.

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Develop Project Charter

The PMBOK Guide defines this as:
A document that formally authorizes a project and provides the project manager the authority
to apply organizational resources to project activities
It is the basis of the partnership between the performing organization (you) and the requesting
(customer/client) organizations. The project is formally initiated once the Project Charter is approved.
Ideally, even while the project charter is being developed (always prior to the start of planning), the
Project Manager should be identified/assigned since it is recommended that he participate in the
development of this crucial document. The project charter provides the Project Manager the authority
to apply resources to project activities. This especially helps in gaining the cooperation and
performance of the project team.
The Project Manager might create the Charter but it is issued by someone external to the project such
as a sponsor, PMO or portfolio steering committee. The initiator/sponsor will create the project
charter or delegate the duty to the Project Manager. The signature of the initiator (who must be at a
level that is appropriate to funding the project) on the charter authorizes the project. Usually, internal
business needs or external influences necessitate a project that in turn triggers needs analysis,
business case etc. Chartering a project links the project to the strategy and ongoing work of the
organization. In multi-phase projects, this process is used to validate/refine the decisions made during
the previous iteration of Develop Project Charter.
If at any point of time the Charter might have to change, then you will have to ask whether the project
continues to be viable or not.

Identify Stakeholders
Performing this process involves,
Identifying all people/organizations impacted by the project and documenting relevant
information regarding their interests, involvement, & impact on project success
Project Stakeholders are individuals and/or customers and/or sponsors and/or the performing
organizations and/or the public whose interests may be positively or negatively affected by the
execution/completion of the project.
The stakeholders may be at different levels and possess different authority levels and they may also
exert influence over the project and its deliverables. Hence, it is critical for project success to develop
a strategy by identifying them early on in the project and analyze their levels of interest, expectations,
involvement, importance and influence, so as to maximize positive influences and mitigate negative
impacts. This strategy helps the Project Manager focus on the relationships necessary to ensure
project success and periodically review & adjust the strategy for potential changes.

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4. PLANNING PROCESS GROUP - I

Snippets
PMP Exam Significance: This process group will make up to 23% of exam questions
Number of Processes within the Planning group = 24
Knowledge Areas involved
All 10 Knowledge Areas are involved

In Day 01, we will cover 5 out of the 24 processes belonging to the Planning Process Group. These 5
planning processes are from the following 2 knowledge areas namely Integration and Scope.
The Planning Process Group consists of those processes (covering aspects of scope, time, cost, quality,
resources, communication, risk, procurement, & stakeholder) involved in establishing the total scope
of effort, define & refine the objectives & develop the course of action required to attain those
objectives. The primary deliverables of this process group are the project management plan and the
project documents, which undergo lot changes (reflecting the approved change requests) throughout
the project life cycle triggering the need to revisit one or more planning processes or possibly the
initiating processes.
This progressive detailing of the project management plan is often called rolling wave planning,
indicating planning & documentation are iterative & ongoing processes thus improving the precision
with respect to schedule, costs & resource requirements to meet the defined scope. The feedback &
refinement process cannot continue indefinitely & the organizations dictate will decide when the
initial planning ends. But all appropriate stakeholders must be involved while planning & developing
the project management plan & project documents. Important influencers of this exercise are the
nature & environment of the project, established project boundaries and appropriate monitoring &
controlling activities.

Develop Project Management Plan

As a project manager, you would like to visualize and then document how you intend to manage these
various inter-dependent project management processes. Hence, the strategy you adopt & document
for every Knowledge Area will result in a subsidiary plan (strategy) to manage the processes related
to that specific Knowledge Area.
The Develop Project management Plan is the process of defining, preparing and coordinating all
subsidiary plans and integrating them into a comprehensive project management plan
The project management plan becomes the primary source of information as to how the project will
be planned, executed, monitored & controlled and closed.
Now, in addition to the subsidiary plans generated from every Knowledge Area, you must also
consider,

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10

Requirements management plan

Change management plan
Configuration management plan
Process improvement plan

These plans when integrated together results in the integrated project management plan. This plan
also addresses two more important aspects:
1. It contains 3 baselines, namely the scope baseline, schedule baseline and the cost
performance baseline.
2. This plan should also address how you and your team will tailor the project management
processes so as to make it applicable to your project.

Plan Scope Management

The process of creating a scope management plan that documents how the project scope will be
defined, validated, and controlled
This is the first process of the Project Scope Management Knowledge Area. The Scope management
plan and Requirement management plan are the main outputs from this process.
The scope management plan is a component of the project management plan that describes how the
scope will be defined, developed, monitored, controlled, and verified. The plan helps reduce the risk
of project scope creep.
The requirement management plan is a component of the project management plan that describes
how requirements will be analyzed, documented and managed.

Collect Requirements
The process of determining, documenting, and managing stakeholder needs and requirements
to meet project objectives
Now, we have planned on how to analyze document and manage requirements in the previous
process. This process involves executing the requirements management plan. The key benefit of this
process is that it provides the basis for defining the managing the project scope including the product
scope.
As a project manager, one should encourage active stakeholder involvement during this process.
Since active stakeholder involvement helps in decomposing the needs to requirements, which is the
key to the success of the project!
Requirements documentation and Requirements traceability matrix are the main outputs of this
process. The requirement documentation describes how individual requirements meet the business
need of the project. The requirements traceability matrix is a grid which links product requirements
from their origin to the deliverables that satisfy them.

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Define Scope
The process of developing a detailed description of the project and product
Now that we have collected the requirements of the project and have understood the business need,
the next step is to create the boundaries by defining which of the requirements is included in or
excluded from the project scope. The main output of this process is the project scope statement. The
project scope statement is the description of the project scope, major deliverables, assumptions, and
constraints

Create WBS
The process of subdividing project deliverables and project work into smaller, more
manageable components
After defining the boundaries for the project in the previous process, we now move on to breaking
down the scope to management units in Create WBS process. The PMBOK Guide describes Work
Breakdown Structure (WBS) as the deliverable oriented hierarchical decomposition of project work.
The planned work contained in the lowest level of WBS component is called work packages. When we
decompose a project scope to work packages using top- down approach or bottom up approach, the
resulting hierarchical structure is referred to as the WBS structure. The WBS dictionary is a document
that provides detailed deliverable, activity and schedule information about each component of the
WBS.
The Project Scope Statement, the WBS and the WBS Dictionary together are known as the Scope
Baseline.

This completes our agenda for Day 01 of PMP preparation training! We will next, explore
the second half of Planning process group on Day 02.
We look forward to discussing your questions/queries in the training!

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