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The Project Storyboard
Background
Many organizations today have a new or renewed interest in project management
Computer hardware, software, networks, and the use of interdisciplinary and global work teams have radically changed the work environment
The U.S. spends $2.3 trillion on projects every year, or one-quarter of its gross domestic product, and the world as a whole spends nearly $10 trillion of its $40.7 gross product on projects of all kinds
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Trying to manage a project without
project management is like trying to
play a football game without a game
plan.
K. Tate
Project Success / Failure Criteria Project Success
Project Failure
Your Problems Solved
Every Project runs into same kind of issues. But a project manager with good training can spot them and quickly figure out the best solutions…
A trained project manager has great ideas on how to estimate the tasks and put them in the right sequence to get the projects done as quickly and effectively as possible…
A trained project manager has knowledge about techniques for planning and tracking the costs…
A trained project manager knows how to plan for and protect against defects in the project…
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Advantages of Using Formal Project Management
• Better control of financial, physical, and human resources
• Improved customer relations
• Shorter development times
• Lower costs
• Higher quality and increased reliability
• Higher profit margins
• Improved productivity
• Better internal coordination
• Higher worker morale (less stress)
Project Management Institute (PMI®)
PMI® was founded in 1969 by five individuals who wanted to network, share process information and discuss common project problems. It is now the leading membership association for the project management profession with more than 260,000 members in 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.
PMIs Project Management Professional (PMP®) credential is the most widely recognized and the only global certification in the profession.
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The Project Management Framework
Session Objective
1.2 What is a Project?
1.3 What is Project Management?
1.4 Relationship between Project Management, Program Management, and Portfolio Management
1.5 Project Management and Operations Management
1.6 Roles of a Project Manager
1.7 PMBoK® Guide
1.8 Enterprise Environmental Factors
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1.2 What Is a Project?
A project is “a temporary endeavor undertaken to create a unique product, service, or result” (PMBOK® Guide, 4th Edition Section 1.2)
Operations is work done to sustain the business
Projects end when their objectives have been reached or the project has been terminated
Projects can be large or small and take a short or long time to complete
Projects exist within an organization and cannot operate as a closed system. They require input data from the organization and beyond, and deliver capabilities back to the organization.
Project Attributes
A project: Has a unique purpose (e.g. create product, or service capability, or
specific outcome of value)
Is temporary (definite Start and End Date)
Is developed using progressive elaboration
Specifications of the project are initially broad and then refined and more detailed as the project progresses
Requires resources, often from various areas
Should have a primary customer or sponsor
The project sponsor usually provides the direction and funding for the project
Involves uncertainty
Unclear objectives, difficult to estimate time to complete and cost, dependence on external factors
Project Framework
Input Initiator/
Sponsorer
Deliverables
Records
Customer/
End User
Process
Assets
Initiate
Plan
Execute
Control
Close
Project Management Methodology
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1
3
4
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Examples For A Project
Examples for a project:
Software development project to develop a new product.
Enhancement project to provide a new service.
Designing a new transportation vehicle.
Building Construction.
Running a campaign for political office.
Process Improvement
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1.3 What is Project Management?
Project management is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements” (PMBOK® Guide, 4th Edition Section 1.3 )
Project Management is accomplished through the application and integration of the processes such as Initiating
Planning
Executing
Monitoring and Controlling
Closing
1.4.1 Portfolios and Portfolio Management
A Portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. (PMBOK® Guide, 4th Edition Section 1.4.1)
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The projects or programs in the portfolio may not
necessarily be interdependent or directly related.
1.4.2 Programs and Program Management
A Program is a group of related projects, managed in a coordinated way to obtain benefits not available from managing the projects individually (PMBOK® Guide, 4th Edition Section 1.4.2)
Most programs have elements of ongoing operations Series of repetitive or cyclical undertakings
Management is coordinated because: they may use the same resources, the results of one project feed into another, or they are parts of a larger "project that has been broken down to smaller
projects".
ADVANTAGES Decreased risk Economies of Scale Improved Management
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Programs may include elements
of related work outside of the scope
of the discrete projects in the program.
1.4 Relationship Portfolio, Program, and
Project Management
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Portfolio Management
Program Management
Project Management
Portfolio - A suite of Programs and
Projects managed to optimize
Enterprise Value
Program - A structured grouping of
projects designed to produce
clearly identified business value
Project – A structured set of
activities undertaken to deliver a
defined capability based on an
agreed schedule and budget
Project, Program and Portfolio Management
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Portfolios Programs Projects
Scope Have business scope that
changes with strategic goals
of organization
Have larger scope; provide
more significant benefits
Have defined objectives.
Scope is progressively
elaborated.
Change Portfolio managers monitor
changes in the broad
environment continually.
Program Manager(PgM)
expects change from both
inside and outside the
program and be prepared
to manage it
Project Managers (PM)
expect change and
implement processes to
keep change managed and
controlled
Planning Portfolio Managers create
and maintain necessary
processes and
communication relative to
the aggregate portfolio
PgM develop the overall
program plan and create
high-level plans to guide
detailed planning at the
component level
PM progressively elaborate
high-level information into
detailed plans throughout
the life cycle of a project
Project, Program and Portfolio Management
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Projects Programs Portfolios
Management PM manages the project
team to meet the project
objectives
PgM manage the program staff
and the project managers; they
provide vision and overall
leadership
Portfolio managers may
manage or coordinate
portfolio management
staff
Success Success is measured by
product and project quality,
timeliness, cost effectiveness
and degree of customer
satisfaction
Success is measured by degree
to which program satisfies the
needs and benefits for which it
was undertaken
Success is measured in
terms of aggregate
performance of portfolio
components
Monitoring Monitoring and Controlling
of the work of producing the
project’s products, services
or results
Program Managers monitor
progress of program
components to ensure overall
goals, schedules, budget and
benefits of the program will be
met
Portfolio Managers
monitor aggregate
performance and value
indicators
1.4.3 Projects and Strategic Planning
Projects are means of organizing activities that cannot be addressed within the organizations normal operational limits.
Projects are typically authorized as a result of one or more of the following strategic considerations:
A Market Demand & Organizational Need
A Customer Request
A Technological Advancement
A Legal Requirement
Social Responsibilities
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1.4.4 Project Management Office (PMO)
An organizational entity that centralizes and coordinates the management of projects.
Responsibility of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project. PMO can be: Home for project managers: In some cases, maintain a centralized office
from which project managers are loaned out to work on projects.
Project management software tools: Select and maintain project management tools for use by employees. Also manage the Project Management Knowledge base.
Portfolio management: Establish a staff of program managers who can manage multiple projects that are related, such as infrastructure technologies, desktop applications and so on, and allocate resources accordingly.
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Functions of a PMO
A PMO performs a number of functions that may include but are not limited to: Managing shared resources across projects
Project Management Process/Methodology: Develop and implement a consistent and standardized process.
Coaching, mentoring, training and oversight
Developing and managing project policies, procedures, templates and other shared documentation (Organizational Process Assets)
Monitoring compliance with PM standards, policies, procedures and templates
Manage the interdependencies between projects
Help provide resources
Terminate projects
Help gather lessons learned and make them available to other projects
Provide templates
Provide guidance
Provide enterprise project management software
Be more heavily involved during project initiating than later in the project. 22
Differences between a Project Managers and
PMO
Project manager focuses on the specified project objectives , while the PMO manages major program scope changes which may be seen as potential opportunities to better achieve business objectives
The project manager controls the assigned project resources to best meet project objectives while the PMO optimizes the use of shared organizational resources across all the projects
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Projects are frequently divided into more manageable components or subprojects. Subproject are often contracted to an external enterprise or to
another functional unit in the performing organization.
Sub projects can be referred to as projects and managed as such.
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Subprojects
The Triple Constraint of Project Management
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• Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!
• However, quality is the quadruple constraint
• Increased Scope = increased time +
increased cost
• Tight Time = increased costs +
reduced scope
• Tight Budget = increased time +
reduced scope.
Organizational / Managerial Approach
Management by Project (MBP) Project management is the discipline of planning, organizing, and
managing resources to bring about the successful completion of specific project goals and objectives. It is sometimes conflated with program management, however technically a program is actually a higher level construct: a group of related and somehow interdependent projects
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Organizational / Managerial Approach
Management by Objectives (MBO) is a process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are in the organization.
The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employee’s actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and the choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities
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1.6 Managing Projects
The Project Manager is the person responsible for accomplishing the project objectives.
Managing a project includes: Identifying requirements.
Establishing clear and achievable objectives.
Balancing the competing demand of quality, scope, time and cost.
Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders.
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1.6 Role of a project manager
The role of a project manager is affected by the one-shot nature of the project
The role of a project manager is difficult when team members are still linked to their permanent work areas Members may be assigned to several projects simultaneously
Managers must rely on their communication skills and powers of persuasion
The Role includes the following attributes
• Leader & manager
• Facilitator, coordinator
• Communicator
• Credibility: Technical/
Administrative
• Work under pressure
• Goal-oriented
• Innovator
• Versatilist
• Knowledgeable about the
organization
• Political sensitivity
• Conflict: sense, confront, resolve
• Can deal with stress, chaos,
ambiguity
• Planning and follow-through
• Ethical dilemmas
Project manager duties
Reports to senior management
Communicates with users
Plans and schedules
Obtains and allocates resources
Controls risks
Manages people
Coordinates
Implements quality assurance
Controls the budget
Delivers results
Project Managers Skills
Project Management Skills General Business Management (consistently producing results expected by
stakeholders) Leading (establishing direction, aligning resources, motivating) Communicating (clear, unambiguous, and complete) Negotiating (conferring with others to reach an agreement) Problem Solving (definition and decision making)
Distinguish causes and symptoms Identify viable solutions
Influencing Organization (understanding power and politics)
Project Managers Power
Legitimate (Formal): The formal power delivered from the position also known as formal power
Reward: The power to directly or indirectly reward the team members, Rewards may be increase in Salary, bonus, promotion, or better work assignment
Penalty (Coersive/ Punishment): The power to directly or indirectly penalize the team member. Penallty may be in the form of suspension, reprimand, unpleasant assignment.
Expert: The power derived from special knowledge or expertise Referent (or Charisma): The power derived from personality traits or charishma.
Project manager attributes
Specia
list
Generalist
Versatilist
1.7 PMBoK® Twenty years ago, PMI volunteers sat down to distill the Project
management body of knowledge. This eventually became the PMBOK® Guide, now considered one of the most essential tools in the profession and is the de facto global standard for the industry.
The PMBoK® Guide identifies the subset of the Project Management Body of Knowledge generally recognized as good practice.
It also provides and promotes a common vocabulary within the PMP® for discussing, writing, applying, project management concepts
Updates occur on a four-year cycle to ensure PMI's commitment
to continually improve and revise the information contained in this essential reference manual. The current edition is the fourth.
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PMBoK ® Guide – Key Concept
“Generally Recognized” means the knowledge and practices described are applicable to most projects, most of the time and there are consensus about their value and usefulness.
“Good Practice” means there is general agreement that the application of these skills, tools, and techniques can enhance the chance of success over wide range of projects.
PMBoK® Guide - Areas of Expertise
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Generally accepted as Good Practice
1. Project life cycle definition
2. Five project management process
3. Nine Knowledge areas
•Functional departments & supporting disciplines
•Technical elements
•Management specialization
•Industry Groups
•Cultural and social environment
•International and political environment
•Physical environment
Planning, Organizing, Staffing,
Executing & Controlling
Effective communication
Influencing the organization
Leadership
Motivation
Negotiating and conflict management
Problem solving
Extract from PMBoK 4th Edition
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Project Life Cycle and Organization
Session Objective
Product & Project Life cycle
2.1 The Project Life Cycle - Overview
2.2 Projects vs. Operational Work
2.3 Project Stakeholders
2.3 Organizational Influences on Project Management
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Product and Project Lifecycle
2.1 The Project Life Cycle
All projects are divided into phases, and all projects, large or small, have a similar life cycle structure.
Project Phases are marked by the completion of a deliverable Tangible, verifiable work product Review of deliverables and approval/denial are “phase exits, stage gates, or kill
points”
Phases are collected into the Project Life Cycle Set of defined work procedures to establish management control
At a minimum, project will have a beginning or initiation phase, an intermediate phase or phases, and an ending phase.
All the collective phases the project progresses through in concert are called the project life cycle.
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Construction: Feasibility-> Planning -> Design -> Production -> Turnover -> Startup
IT Project: Requirement -> Design -> Develop-> Test -> Implement
Project Phase – Cotd…
Project phases evolve through the life cycle in a series of phases sequences called handoffs, or technical transfers. The end of one phase sequence may mark the beginning of the next.
Projects are usually divided into several project phases to improve management control.
Project Life Cycle defines:
Technical work performed in each phase
Who is involved in each phase
Project Phases can overlap – “Fast Tracking”
Common Characteristics of Project Life Cycles: Cost and Staffing levels are low at start and move higher towards the end
Probability of successfully completing project is low at beginning, higher towards the end as project continues
Stakeholder influence is high at the beginning and progressively lowers as project continues
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The completion of one phase does not automatically
signals the beginning of next phase.
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More on Project Phases
• In early phases of a project life cycle: – Resource needs are usually lowest
– The level of uncertainty (risk) is highest
– Project stakeholders have the greatest opportunity to influence the project
• In middle phases of a project life cycle: – The certainty of completing a project
improves
– More resources are needed
– Monetary Spending is highest in the middle
phase
• The final phase of a project life cycle focuses on: – Ensuring that project requirements were met
– The sponsor approves completion of the
project
Risks
Extract from PMBoK 4th Edition
Phase-to-Phase Relationships There are three basic types of phase – to – phase
relationships : A Sequential relationship : where a phase can only start once the previous
phase is complete
An Overlapping relationship : where the phase starts prior to completion of the previous one (Fast-tracking). Overlapping phase may increase risk and can result in rework .
An Iterative relationship : where only one phase is planned at any given time and the planning for the next is carried out as work progresses on the current phase and deliverables
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Phase to Phase relation
Phase Completion
You will recognize phase completion because each phase has a specific deliverable, or multiple deliverables, that marks the end of the phase.
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A deliverable is an output that must be produced,
reviewed, and approved to bring the phase or project to completion.
Deliverables are tangible and can be measured and easily proved.
A Guide to the PMBOK states that phase ending reviews are also known
by other names: Phase Exits, Phase Gates, or Kill Points.
2.2 Project vs. Operational Work
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• Attains its objectives and terminates
• Create own character, organization, and goals
• Catalyst for change
• Unique product or services
• Heterogeneous teams
• Definite Start and end date
Projects
• Producing a News letter
• Writing and publishing a book
• Implementing a LAN
• Hiring a sales man
• Arrange for a conference
• Opening for a new shop
• Arranging a Music Concert
Examples
•Sustains the business
• Semi-permanent charter, organization, and
goals
• Maintain status quo
• Standard product or services
• Homogeneous teams
• Ongoing
Operations
• Responding to customers requests
• Writing a letter to a Prospect
• Hooking up a Printer to a computer
• Meeting with an employee
• Attending a conference
• Running a shop
• Writing a progress update memo
Examples
2.4 Project Stakeholders
A stakeholder is someone whose interest may be positively or negatively impacted by the project.
They are individual or organization who are actively involved in the project: Often have conflicting expectations and objectives
In general, differences should be resolved in favor of the customer – individual(s) or organization(s) that will use the outcome of the project
Stakeholder management is a proactive task Project Mangers must determine all stakeholders and incorporate their
needs into the project
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Sponsor Person or group that provides the financial
resources for the project
Portfolio Managers/Portfolio Review Board Managers responsible for the high-level
governance of a collection of projects or
programs
Program Managers Managers responsible for managing related
projects in a coordinated way to obtain
benefits and control not available from
managing them individually
Project Management Office It has direct or indirect responsibility for
the outcome of the project
Project Managers Manages the Project
Project team members Group performing the project’s work
Functional (Department/Unit) Managers Key individuals playing a management
role within a functional area of the
business
Operations Management Individuals who have a management
role in a core business area 46
Key Stakeholder
Influencers Due to an individual's position can
influence positively or negatively
Sellers/Business Partners External companies that enter into
a contract
Customer Purchases the product or service
User Uses the product or services
Performing Organization Whose employees are most
directly involved in doing the
project’s work
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Key Stakeholder
Relationship between Stakeholders and the
Project
48 Extract from PMBoK 4th Edition
What we do with the stakeholder?
• Identify ALL of them
• Determine ALL of their requirements
• Determine their expectations
• Communicate with them
• Manage their influence
1.8 Enterprise Environmental Factors
Organizational Culture structure and Process
Government or Industrial Standard
Resources and Capabilities
Company Work Authorization systems
Market condition
Stakeholder Risk Tolerance
Political Climate
• Enterprise Environmental Factors (EEF) are both internal and external factors that influence a project success. It may enhance or constraint project management options. They are considered as inputs to most of the planning processes. The EEF could include
• Organization established communication channels
• Commercial Database (Standardized cost, estimation data, risk database)
• Project Management Information System
Project Management Context
Organizational Systems: Project based vs. Non-Project Based
Project Based – derive revenues from performing projects for others (consultants, contractors),”management by projects”
Non-Project Based – seldom have management systems designed to support project needs (manufacturing, financial services)
Organizational Influence on Project
Management
Projects are typically part of an organization that is larger than the project.
The maturity of the organization with respect to its project management system, culture, style, organizational structure and project management office can also influence the project. Organizational Systems
Organizational Cultures and Styles
Organizational Structure
Organization Culture, Style and Structure
These cultures are reflected in numerous factors: Shared values, norms, beliefs, and expectations
Policies and procedures
View of authority relationships
Work ethics and work hours
The structure of the performing organization often constraints the availability of resources in a spectrum from Functional to Projectized, with a variety of matrix structure in between. Entrepreneurial firms more likely to adopt highly participative Project
Manager – accept higher risk/reward
Hierarchical firms less likely to adopt participative Project Manager – take fewer risks
Functional Organization
The organization is grouped by areas of specialization within different functional areas.
Projects generally occur within a single department.
Information required from other department will be routed through departmental heads.
Team members complete project work in addition to normal department work.
Extract from PMBoK 4th Edition
Projectized Organization
The entire company is organized by projects.
The project manager has control of projects.
Personnel are assigned and report to a project manager.
Team members complete only project work and when its over they don't have HOME.
Communication generally occurs only within the project. Extract from PMBoK 4th Edition
Matrix Organization
Two Bosses
Team members reports to Project Manager and Functional Manager
Team members do project work in addition to normal departmental work
Power rests with functional manager
Project Manager plays a role of: Project Expediter: Cannot take decision. Staff assistant and Communication coordinator.
Project Coordinator: Similar to Project Expeditor except has some power to take decision.
Extract from PMBoK 4th Edition
Balanced Matrix
Two Bosses
Team members reports to Project Manager and Functional Manager
Team members do project work in addition to normal departmental work
Power is shared between the functional and project manager
Extract from PMBoK 4th Edition
Strong Matrix
Power rests with the Project Manager
Extract from PMBoK 4th Edition
Composite Organization
A composite organization is a blend of multiple organization types.
Extract from PMBoK 4th Edition
Organization Structure Influence on Project
Extract from PMBoK 4th Edition
Advantage and Disadvantage
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Project Management Processes
Project Management Process
The Project Processes are performed by the project team and generally fall in one of the below major categories
Project management processes ensure the effective flow of the
project throughout its existence. These processes encompass the tools and techniques involved in applying the skills and capabilities described in the Knowledge Areas
Product oriented processes specify and create the projects product. Product-oriented processes are typically defined by the project life cycle and vary by application area. The scope of the project cannot be defined without some basic understanding of how to create the specified product.
Project Management Process Group Project Management Processes are grouped into five categories; known as
Project Management Process Groups: Initiation Process Group: Those processes performed to define a new
project or a new phase of an existing project by obtaining authorization to start the project or phase.
Planning Process Group: Those processes required to establish the scope of the project, refine the objectives, define the course of action to attain the objectives that the project was undertaken to achieve
Execution Process Group: Those processes performed to complete the work defined in the project management plan to satisfy the project specification
Monitoring and Controlling process group: Those processes required to track, review, regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding change .
Closing Process Group: Those processes performed to finalize all activities across all Process groups to formally close the project or phase
Process Groups..
The process groups are linked by the results they produce - the result or outcome of one becomes an input to another.
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PlanningDefine and refine objectives.
Select best alternative.
ClosingFormalize acceptance and
bring project/phase to an end.
InitiationAuthorizing the project or
Phase
ExecutingCoordinating people and
other resources to carry out
plan.
ControllingMonitor, measure progress,identify
variance and take corrective.
Process Groups...
Overlap of Process Groups in a Phase: The PM process groups are not discrete, one-time events; they are
overlapping activities which occur at varying levels of intensity throughout each phase of the project
Interaction Between Phases: The process group interactions also cross phases such as closing of one
phase provides an input to initiating the next
Core Processes: Have clear dependencies that require them to be performed in
essentially the same order on most projects.
Facilitating Processes: Interactions among the other processes are more depending on the
nature of the project.
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Knowledge Areas
• The process groups help you organize the processes by the kind of work you do.
• The knowledge areas help you organize by the subject matter you’re dealing with.
Process Area and Process Group interaction
Initiating Planning Executing Monitoring
& Controlling
Closing
Integration
Management
Scope
Management
Cost
Management
Time
Management
Quality
Management
Human Resource
Management
Communication
Management
Risk
Management
Procurement
Management
* Charter
* Develop PM Plan
* Direct and Manage
Project Execution
* M & C work
* Integrated Change
Control
* Project Closure
* Requirement Collection
* Scope Definition
* WBS Creation
* Scope Verification
* Scope Control
* Activity Definition
* Activity Sequencing
* Estimate-Effort, Resource
* Schedule Development
* Schedule Control
* Cost Estimation
* Cost Budgeting
* Cost Control
* Quality Planning * Perform Quality
Assurance
* Perform Quality
Control
* Human Resource
Planning
* Acquire Project Team
* Develop Project Team
* Manage Project Team
* Communication
Planning * Info distribution
* Manage Stakeholder
expectation
* Performance Reporting
* Risk Planning
* Risk Identification
* Quantitative Analysis
* Response Planning
* Risk M & C
* Plan Procurement * Conduct Procurement * Administration of
Procurement
* Procurement Closure
* Identify & Analyze
Stakeholder
Customizing Process Interactions
The processes identified and the interactions described in the Process Interactions section meet the test of general acceptance - they apply to most projects most of the time.
However, not all of the processes will be needed on all projects,
and not all of the interactions will apply to all projects
Project management team should identify and manage all the
processes that are needed to ensure a successful project
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Project Management System
The project management system is the set of tools, techniques, methodologies, resources, and procedures used to manage a project.
If a PMO exists in the performing organization, one of the functions of the PMO would typically be to manage the project management system, in order to ensure consistency in application and continuity on the various projects being performed.
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The Project Management Certification Exam
Types of Questions in Exam
Situational Questions
Questions with two or more right answers
Questions with extraneous information
Out of the blue questions
Questions where understanding is important
Questions with new approach to known topic.
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Format of the PMP Exam
Computer based exam conducted in Prometric centers.
200 multiple choice questions to be answered within 4 hours.
Exam is preceded by a 15-minute computer tutorial on the format of the exam.
Each question has exactly one correct answer. Most people find four hours to be more than sufficient for the exam.
Out of these 200 questions, 25 questions are research questions. These are randomly placed throughout the exam. These questions are not evaluated while computing exam results. You will only be evaluated on the basis of 175 questions.
On clicking the final submission button, the system will compute the results immediately and provide you with the Pass or Fail message. Do not forget to collect the result-sheet from the Examination center invigilator/coordinator
To pass the PMP examination, you must answer a minimum of 106 of the 175 scored questions correctly. Immediately on completion of the exam, the Prometric center will give you the provisional mark-sheet. The mark-sheet will give the breakup of the score by Process Area.
There is no negative marking in the exam. Unanswered questions are treated as wrong questions.
After clearing the exam, you will receive the PMP certificate by mail within 2 months. Examination scores are confidential.
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Distribution of Questions by Process Group in
the PMP Exam
74
Topics Percentage of Questions
Initiation 11%
Planning 23%
Executing 27%
Monitoring & Controlling 21%
Closing 9%
Professional & Social
Responsibility
9%
Project Management Ethics
Ethics, loosely defined, is a set of principles that guide our decision making based on personal values of what is “right” and “wrong”
Project managers often face ethical dilemmas
In order to earn PMP® certification, applicants must agree to PMI’s Code of Ethics and Professional Conduct
Several questions on the PMP® exam are related to professional responsibility, including ethics
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