PMP Processes Pmbokv4.0

PMP
Preparatory Course
Main
Title
Main Examination
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Management
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Processes
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4.0
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What is covered
Project Management Processes
Process Groups
Project Management Knowledge Areas
Process Mapping
PMP Workshop | Financial Services

All work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 1
Project Management Processes

Process set of interrelated actions and activities that are
performed to achieve a pre-specified set of products or
results or services
Project management processes ensure the effective

flow of project throughout its existence.
Product-oriented processes specify and create the
projects product.
These two processes overlap and interact throughout the project

Project Management Processes (Contd.)

42 processes are defined and mapped into
5 Process groups
9 Knowledge Management areas


Inputs -> Tools/Techniques -> Outputs
Each of the 42 processes have inputs, tools & techniques
and outputs
Key inputs to
the process.
These are
often outputs
from another
process
Tools and
techniques
used to create
the results or
outputs of the
process
Key outputs,
results and
deliverables


Inputs -> Tools/Techniques -> Outputs
Example (Perform Quality Assurance Process)
INPUTS
TOOLS / TECHNIQUES
OUTPUTS

Process Groups
5 Process groups
Initiating
Planning
Executing
Monitoring and Controlling
Closing
Logical grouping of PM processes with clear dependencies

Performed in the same sequence on each project / phase
Independent of application areas or industry focus
They are not project Phases

Process Groups Interaction

Commitment to
executing project
Initiating
Processes
Approach to
executing project
Planning
Processes
Executing
Processes
Controlling
Processes
Monitoring,
measuring, and
taking corrective
action
Coordinating
people and
other resources
Closing
Processes
Formal product
acceptance and
end of project

Project Management Knowledge Area

Project Management Knowledge Area: an identified
area of project management defined by its
knowledge requirements and described in terms of
its component processes, practices, inputs, outputs,
tools and techniques

The Nine Knowledge Areas

Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management

Use of Mnemonics for memorizing knowledge areas

If She Takes Cash, Question Her Current Rent Payment
(Knowledge Areas)

Project Integration Management

Develop Project Charter (I)
Develop Project Management Plan (P)
Direct and Manage Project Execution (E)
Monitor and Control Project Work (M)
Perform Integrated Change Control (M)
Close Project or Phase (C)
Project Integration Management includes the processes and activities that

integrate various elements of project management which are identified, defined,
combined, unified and coordinated within the [five] Project Management Process
Groups
Project Integration Management (Contd.)
SCOPE
TIME
The Project Integration

Management
Knowledge Area
integrates the
processes of the other
8 Knowledge Areas
PROCUREMENT
RISK
MANAGEMENT
INTEGRATION
MANAGEMENT
COST
QUALITY
COMMUNICATIONS
HUMAN
RESOURCES
The Develop Project Charter (I) process (part of the Initiating Process
Group) is the first process of the project life cycle

Project Scope Management

Collect Requirements (P)
Define Scope (P)
Create WBS (P)
Verify Scope (M)
Control Scope (M)
Project Scope Management includes the processes required to ensure

that the project includes all work required and only the work required, to
complete the project successfully
Project Scope Management WBS

Work Breakdown Structure (WBS)
A deliverable oriented, hierarchical grouping of project
tasks with increasing detail in each descending level
It is used to define the project in levels of detail to allow

the project team to determine the project's complexity and
to assist in the process of estimating resource
requirements, duration of tasks, and project risk
It is NOT a list of tasks but, rather, a grouping of tasks
usually by major component (work package),
deliverable, or phase

Project Time Management

Define Activities (P)
Remember: A Gantt chart is

NOT a project plan
Sequence Activities (P)

Estimate Activity Resources (P)
Estimate Activity Durations (P)
Develop Schedule (P)
Control Schedule (M)
Project Time Management includes the processes concerning the

timely completion of the project
Project Time Management Questions

1. The critical path in a network is the path that
a. Has the greatest degree of risk
b. Will elongate the project if the activities on this path
takes longer than anticipated
c. Must be completed before all other paths
2. The duration of most activities will be significantly
influenced by the resources assigned to them
a. True
b. False

Project Cost Management

Estimate Costs (P)
Determine Budget (P)
Control Costs (M)
Project Cost Management is concerned with the processes involved

in planning, estimating, budgeting and controlling costs so that the project can
be completed within the approved budget
Project Quality Management

Plan Quality (P)
Perform Quality Assurance (E)
Perform Quality Control (M)
Project Quality Management is concerned with the processes
required to ensure the project will satisfy customer objectives for
which it was undertaken
Quality is PLANNED, not
inspected in
Quality is conformance to specifications
and fitness to use
Project Human Resource Management

Develop Human Resource Plan (P)
Acquire Project Team (E)
Develop Project Team (E)
Manage Project Team (E)
Project Human Resource includes processes that organize,

manage, and lead the project team
Project Communications Management

Identify Stakeholders (I)
Plan Communications (P)
Distribute Information (E)
Manage Stakeholder Expectations (E)
Report Performance (M)
Project Communications Management is concerned with the process that

ensure timely and appropriate generation, collection, delivery, storage
and disposition of project information
Project Communication Management Identify Stakeholders

Positive Stakeholders:
Will benefit if your project succeeds
More likely to give you support
Negative Stakeholders:
May suffer if your project succeeds
Unlikely to give you support and may even work against
you

Stakeholders Question ?
1. How do you work with negative stakeholders?
a. Keep your friends close and your stakeholders closer
b. Identify what this stakeholder's goals really are; see
if there are any of this persons goals that you can
satisfy without negatively impacting your project
c. Open up a dialog; keep the communication
channels open
d. Always be honest and play straight; even if a win/win
situation is not possible, you give the stakeholder an
incentive to play straight in return

Project Risk Management

Plan Risk Management (P)
Identify Risks (P)
Perform Qualitative Risk Analysis (P)
Perform Quantitative Risk Analysis (P)
Plan Risk Responses (P)
Monitor and Control Risks (M)
Project Risk Management is concerned with the identification and

planning for potential risks that may impact the project (both positive
and negative impacts)
Project Procurement Management

Plan Procurements (P)
Conduct Procurements (E)
Administer Procurements (M)
Close Procurements (C)
Project Procurement Management is concerned with planning for and

acquiring the products and services or results needed from outside
the project team to perform the work.
Professional Responsibility
Always take the high road
Follow the law
Follow the regulations of your company
When is it OK to offer a bribe to an official in order to get the

permits you need to proceed with your project?
Discussion Topic
Professional Responsibility Questions

1. During an informal meeting with your project client you are offered
a substantial monetary incentive to alter the configuration of the
product to meet the client's personal need. This change may result in
additional project costs and schedule delays. The appropriate action
to take would be:
a. Refrain from accepting the offer and advise the customer to
submit a request to the change control board
b. Accept the offer and issue an internal configuration change
request to the design group
c. Obtain additional information about the request and the
customer's personal need before accepting the offer
d. Delay acceptance of the offer until you can ensure that you can
protect yourself from any legal liabilities
Professional Responsibility Questions (Contd.)

2. Your project is running out of cash and significant work remains. You are directed
by senior management to instruct your people to use another project's charge
numbers while working on your project. You should:
a. Follow instructions
b. Inform the corporate auditors

c. Understand the background of management's instructions before taking any action
d. Shut down the project, if possible
3. Your executives, in appreciation for the success of your project, have given you a
$10,000 bonus to be disbursed among your five-team members. One of the five, who
is a substandard worker and accomplished very little on your project, is in your car
pool. You should:
a. Provide everyone with an equal share
b. Provide everyone a share based upon their performance
c. Ask the workers to decide among themselves how the bonus should be subdivided
d. Ask the sponsor to make the decision
Process Mapping

Recap
Process Groups
Knowledge Areas
Initiating
Closing
Integration Management
Risk Management
Monitoring & Controlling
Scope Management
WBS

Summary
Questions

Thank You
www.capgemini.com/financialservices

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PMP

Arial narrow, 20pt - maximum 2

PMP Workshop | Financial Services

Project Management Processes

Project management processes ensure the effective

These two processes overlap and interact throughout the project

PMP Workshop | Financial Services

Project Management Processes (Contd.)

PMP Workshop | Financial Services

Project Management Processes (Contd.)

PMP Workshop | Financial Services

Project Management Processes (Contd.)

PMP Workshop | Financial Services

Logical grouping of PM processes with clear dependencies

They are not project Phases

Process Groups Interaction

All work described was performed by Capgemini or a Capgemini affiliate

Project Management Knowledge Area

PMP Workshop | Financial Services

The Nine Knowledge Areas

Project Procurement Management

Use of Mnemonics for memorizing knowledge areas

PMP Workshop | Financial Services

Project Integration Management

Project Integration Management includes the processes and activities that

Project Integration Management (Contd.)

The Project Integration

PMP Workshop | Financial Services

Project Scope Management

Project Scope Management includes the processes required to ensure

Project Scope Management WBS

It is used to define the project in levels of detail to allow

PMP Workshop | Financial Services

Project Time Management

Remember: A Gantt chart is

Sequence Activities (P)

Project Time Management includes the processes concerning the

Project Time Management Questions

PMP Workshop | Financial Services

Project Cost Management

Project Cost Management is concerned with the processes involved

Project Quality Management

Project Human Resource Management

Project Human Resource includes processes that organize,

Project Communications Management

Project Communications Management is concerned with the process that

Project Communication Management Identify Stakeholders

PMP Workshop | Financial Services

PMP Workshop | Financial Services

Project Risk Management

Project Risk Management is concerned with the identification and

Project Procurement Management

Project Procurement Management is concerned with planning for and

When is it OK to offer a bribe to an official in order to get the

Professional Responsibility Questions

Professional Responsibility Questions (Contd.)

b. Inform the corporate auditors

PMP Workshop | Financial Services