PMP sertifikācija CBAP skatījumā

1

http://sistemanalize.wordpress.com https://twitter.com/vkarnite http://lv.linkedin.com/in/vitakarnite

2

Realizācija konceptuāli līdzīga. Un tā nav sagadīšanās:BABOK autoru skaitā (2009.g.): 24 PMP PMBOK (2008.g.): 4 CBAP (visi arī PMP)

3

Sākums – 1983. gadā kā white paper

PMBOK 1 – 1996. gadā

PMBOK 2 – 2000. gadā

PMBOK 3 – 2004. gadā

PMBOK 4 – 2008. gadā

PMBOK 5 – 2012. gadā

LinkedIN grupa:

4

Balstīta uz Project Management Institute (PMI) izstrādāto projektu vadības standartu PMBOK®

PMP eksāmenu mērķis ir pārbaudīt zināšanas šādās jomās:• Initiating

• Planning

• Executing

• Monitoring & Controlling

• Closing

• + Profesionālā un sociālā atbildība

5

• 9 zināšanu apgabali: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

• 42 procesi• Katram - inputs, outputs, techniques

6

CBAP zināšanu re-use: 15-25 %

7

Kalt, kamēr silts

21 BABOK tehnika un izmantošanas apsvērumi praktiski 1:1 ar PMBOK

8 BABOK tehnikas - lielākoties sakrīt

Glossary: uz aci sakrīt 40%

Situāciju jautājumu stils: līdzīgs, bet savādāks

Pieredze par procesu nomierina un ļauj mācīties

8

9

BABOK

Zaļie – sakrītOranžie – lielākoties sakrītP.S. subjektīvs vērtējums

Pats, pats galvenais – pieredze• CBAP: Minimum 7500 hours of BA work

experience in the last 10 years

• PMP: Minimum degree holder  and at least three years of project management experience, equivalent to 4500 hours manage projects within the last 8 consecutive years

• The PMI does not require that your job title was "project manager"

10

Eksāmens• Līdzīgs (200 jautājumi 4 stundās) (25 «tukšie»)

• 4 atbilžu varianti; angliski

• Metāla detektors

• Situāciju jautājumi (!!!) – vairāk nekā CBAP• blablabla „kāda būtu PV ieteicamā rīcība”

• blablabla „kas būtu PV palīdzējis, lai šāda situācija neiestātos?”

• PV vai komanda blablabla „kādu procesu pašlaik veic?”

• Earned Value formulas – visas jāzina per-fek-ti.

• blablabla un „kurš projekts mazāk riskants/ kuru risku risināt

vispirms/ kādu stratēģiju izmantot”

11

Mani ieguvumi• Skaidrība par spēles laukumu (!)

• Izpratne, ko PV ir tiesības sagaidīt no BA

• Izpratne, ko BA ir tiesības sagaidīt no PV

• Kļuvu profesionāli [vēl] spējīgāka

• Nostiprināju plan – do – check – act

• Uzzināju un apguvu jaunas tehnikas

• Esmu vienīgā Latvijā (Baltijā, Skandināvijā u.c.) 2in1

• Izveidojām double-certified grupu Linkedinā

• Paraksts «CBAP, PMP»

12

Vēl ieguvu…• Iespēju veikt divas resertifikācijas • Dažu cunftes brāļu un māsu bažas, ka

mana starojošā un apmierinātā seja mudinās DD spiest visus sertificēties

• Uzticības avansu

• Papildus atbildību

• Overqualified risku vienkāršiem darbiem

• Pārdomas, kurā virzienā augt

13

Nebiju pirmā, kas pamanīja:…organizations recognize that both BA and the PM roles

are critical to project success. They also understand that the two roles need to build strong working relationships [..] The question seems to be, however, how can the two best work together?

Such confusion triggered a joint effort between the Project Management Institute (PMI) and the IIBA to facilitate a shared understanding of the roles. They formed a committee sponsored by both IIBA (Kevin Brennan) and PMI (Chuck Lage).

http://pmchat.net/2012/06/the-bapm-partnership/

14

One final key learning

Both the PM and BA play leadership roles:

• the PM for leading the team and delivering the solution

• the BA for ensuring that the solution meets the business need and aligns with business and project objectives.

And both roles, equally, are required for project success.

15

As a result of our analysis we noted four areas of potential

overlap and conflict

Scope Management

Communication Management

Risk management

Requirements Management

16

Identified three critical success factors for effective cooperation

between the BA and PM

•Clear, documented, and mutually agreed on roles and responsibilities•Constant and open communication

•Active business sponsor engagement

17

Sertifikācijas izmaksas

Kursu cena būtu: Ls 2709 (bda.lv)

Mans kopsavilkums:5 + 7 = 12 kursos pavadītas dienas

2 dienas - eksāmenos

Mācībām izlietoju 8 sava atvaļinājuma dienas

+ 2 mēnešus vispār nebija brīvā laika

18

10 jautājumu piemēri

Izmantoti materiāli no (iesaku!):

• www.headfirstlabs.com

• www.measureup.com

• www.oliverlehmann.com

Google var atrast ļoti daudz PMP bezmaksas un maksas drilltestu

19

1. What is a constructive change?

A. A change request that helps improving the project and its product, service or result and is discussed generally in a friendly style.

B. A direction by the buyer or an action taken by the seller that the other party considers an undocumented change to the contract.

C. A field change or ad-hoc change mandated by the project customer in a public construction project.

D. A change request which will lead to the re-construction of an older version of the project performance baseline by the contractor.

1. B

PMBOK: constructive changes are those requested changes where the buyer and seller cannot reach an agreement on compensation for the change, or cannot agree that a change has occurred.

20

2. You are managing a project with a total budget of $450,000. According to the schedule, your team should have completed 45% of the work by now. But at the latest status meeting, the team only reported that 40% of the work has actually been completed. The team has spent $165,000 so far on the project. How would you best describe this project?

A. The project is ahead of schedule and within its budget

B. The project is behind schedule and within its budget

C. The project is ahead of schedule and over its budget

D. The project is behind schedule and over its budget

2. B

If you want to evaluate how the project is doing with respect to the schedule and budget, you need to calculate CPI and SPI.

The first step is to write down the information you have so far: BAC = $450,000, planned % complete = 45%, actual % complete = 40% and AC = $165,000.

Now you can calculate PV = BAC x planned % complete = $450,000 x 45% = $202,500.

And you can calculate EV = BAC x actual % complete = $450,000 x 40% = $180,000.

Now you have the information you need to calculate CPI and SPI. CPI = EV / AC = $180,000 / $165,000 = 1.09, which is above 1.0 - so your project is within its budget.

And you can calculate SPI = EV / PV = $180,000 / $202,500 = .89, which is below 1.0 - so your project is behind schedule.

21

3. Which of the following is not one of the most common sources of project conflict?

A.Schedules

B.Priorities

C.Resources

D.Costs

3. D

It's important to know that resources, schedules and priorities cause 50% of project problems and conflicts.

22

4. You are managing a project with 23 team members and six key stakeholders. Two team members identify a problem with the current approach. Addressing that problem will require changes to the project plan and its subsidiary plans. One of the stakeholders previously indicated that any delays are unacceptable, and your team members tell you that it's possible the change could cause the team to miss at least one critical deadline. What is the best way to deal with this situation?

A. Analyze the impact that the change will have on the work to be done, the schedule and the budget.

B. Deny the change because any delays are unacceptable.

C. Gather consensus among the team that you should make the change before approaching the stakeholders, so that they can see the team supports making the change.

D. Make the change to the project plan and subsidiary plans, and ask the team to implement the change.

4. A

Not every change needs to be made. Before you make any change, you always need to evaluate its impact on the triple constraint - time, cost and scope - and how those changes will affect the quality of the deliverables. Until you analyze that impact, there's no way to know whether or not it makes sense to make the change.

23

5. You are managing a software project. You are partway through the project, and your team has just delivered a preliminary version of part of the software. You are holding a weekly status meeting, when one of the team members points out that an important stakeholder is running into a problem with one of the features of the current software. The team member feels that there is a risk that the stakeholder will ask for a change in that feature, even though that change would be out of scope of the current release - and if the stakeholder requests that change, there is a high probability that the change control board would approve the change. What is the best action to take next?

A.Mitigate the risk by asking a team member to get familiar with the feature of the software that might be changed

B.Schedule a meeting with the stakeholder to discuss the risk

C.Add the risk to the risk register and gather information about its probability and impact

D.Add the risk to the issue log and revisit it when there is more information

5. C

Your risk register is one of the most important project management tools that you have - that’s why you review it and go over your risks at every meeting. Any time you come across a new risk, the first thing you should do is document it in the risk register. It's really easy to lose track of risks, especially when you're running a big project. By adding every risk to the register, you make sure that you don't forget about any of them. So once you've identified the risk, what's the next step? You analyze the impact and probability of the risk!

That's what the Qualitative Risk Analysis process is for. You shouldn't take any other action until you've analyzed the risk. The reason is that it might turn out that the risk is very unlikely, and there might be another risk with a higher probability and larger impact that deserves your attention.

24

6. Paul is a project manager for an industrial design project. The project has a 60% chance of making the company $230,000 over the next year. It has a 40% chance of costing the company $150,000. What's the project's Estimated Monetary Value (EMV)?

A.$138,000

B.$60,000

C.$78,000

D.$230,000

6. C

$230,000 x 0.70 = $138,000 savings,

and $150,000 x 0.40 = -$60,000 expenses.

Add them together and you get $78,000

25

7. You're managing a construction project to install several hundred air conditioner panels in a new office building. Every floor has identical panels. The customer, a construction contracting company, has provided specifications for the installations. The team is using a process to install and verify each panel. As the team completes each panel, your team's quality control inspector measures it and identifies defects. The root cause of each defect is identified. You want to identify the ongoing trends of defective installations. Which is the best tool to use for this?

A.Control chart

B.Fishbone diagram

C.Run chart

D.Pareto chart

7. C

Run charts tell you about trends in your project by showing you what your data looks like as a line chart. If the line in the chart were the number of defects found in your product through each quality activity, that would tell you that things were getting worse as your project progressed. In a run chart, you are looking for trends in the data over time.

26

8. You are working on a construction project. You, your team, and your senior manager all feel that the work is complete. Your stakeholders have communicated their final acceptance of the project. You are now meeting with your team to update the organizational process assets with a record of knowledge gained about the project to help future project managers with their projects. This is best described as:

A.Lessons learned

B.Project records

C.Project management information system (PMIS)

D.Work performance information

8. A

Lessons learned are some of your most important organizational process assets. At the end of every project, you sit down with the project team and write down everything you learned about the project. This includes both positive and negative things. That way, when you or another project manager in your company plans the next project, you can take advantage of the lessons you learned on this one.

27

9. Martin is a technical writer and very beginner in programming. You find out that system analyst Martha is assigning him difficult programming tasks. You arrange a meeting with Martha and Martin. Which of the following shows roles and responsibilities on your project?

A.Bar chart

B.Resource histogram

C.RACI matrix

D.Human Resource Management Plan

9. C

The RACI matrix shows roles and responsibilities on your project. RACI stands for Responsible, Accountable, Consult, Inform. Some people on your project will be responsible for activities, others might be accountable for them. The RACI matrix is a table that shows people and how they relate to the work that is being done.

28

10. You are given the Project Schedule network diagram with the estimated durations. Which task has the most float?A.DB.G C.FD.B

10. B

Task G has the most float. Float, or stack, is the amount of time that a task can be delayed without causing a delay to the completion date of the Project. To calculate the float, first identify the project’s critical path. In this case you have the following possible paths through the project Schedule network diagram with the given durations:Path A-B-G-G-I = 8 + 12 + 14 + 8 + 12 = 54Path A-B-D-H-I = 8 + 12 + 14 + 14 + 12 = 60Path A-C-E-H-I = 8 + 16 + 13 + 14 + 12 = 63Path A-C-F-I = 8 + 16 + 19 + 12 = 55

Path A-C-E-H-I has the longest duration and is considered the critical path.

Next, you can subtract the duration of the path containing a given task from the duration of the critical path to determine the amount of time that task can be delayed without causing a delay to the completion date of Project. If the task is in the multiple paths, you perform the calculation for all paths and use the smallest value. In this case for the tasks listed the float calculations would be as follows:Float of Task B = Critical Path Duration – Path A-B-D-H-I Duration = 63 – 60 = 3Float of Task D = Critical Path Duration – Path A-B-D-H-I Duration = 63 – 60 = 3Float of Task F = Critical Path Duration – Path A-C-F-I Duration = 63 – 55 = 8Float of Task G = Critical Path Duration – Path A-B-D-G-I Duration = 63 – 54 = 8

29