01/07/2019

Trainer - Introduction

SYED QAMAR ABBAS BUKHARI

PMP® Examination Project Manager - Carrier Projects @ WATEEN Telecom Limited

17 Years of Professional Experience in Operations and Project
Preparation Course Management at JAZZ (formerly known as Mobilink)
0302-8549391 – qamar.bukhari@gmail.com
DAY - 1
Certified Project Management Professional – PMP from PMI – USA
Sponsored By: MS – Project Management from Bahria University Lahore Campus
Sir Shehzad Ahmed – Sr. Assistant Professor
MBA - Marketing, BTECH (Hons) Electronics
PMP is a registered mark of the Project Management Institute, inc.

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COURSE PROGRAM COURSE CONTENTS

• Day 1: 30th June - Sunday • Day 3: 14th July - Sunday
• Weekend Program:-
• Total 4 Chapters (Basic 3 chapters, • 4 Chapters (Cost, Quality,
• 30 th June (Sunday)
Integration) Resource and Communication)
• 7 th – 14 th & 21 st July (Sundays)
• Exercise (If required) • Exercise (If Required)
• Timings:-
• Sample Questions • Sample Questions
• 10:00 am – 5:00 pm
• Day 2 : 7th July - Sunday • Day 4: 21st July - Sunday
• Breaks:-
• 2 Chapters (Scope and Schedule) • 3 Chapters (Risk, Procurement
• As per Mutual agreement
• Detail Exercises and Stakeholders)
• Material Required:-
• Sample Questions • Agile Practice Guide Review
• Writing pad for Notes and few exercises during training session
• Exercise (If Required)
• Copy of PMBOK 6th Edition (PDF Copy will be provided)
• Sample Exam
• Full Length Exam (CBT)
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APPLYING TO TAKE THE EXAM

▪ Apply via www.pmi.org

▪ Online (quicker)

▪ By mail

▪ Application could be audited

▪ Audits delay authorization

▪ Receive authorization from PMI® (valid for 12 months)

▪ Book an exam appointment at a test center

▪ www.prometric.com/pmi

▪ Changing from 30th July to Pearson Exam Centres!!!

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THE PMP EXAM

▪ PMI does not publish passing grades but it is generally believed to be in the low 60’s

▪ The exam is normally taken online

▪ Each exam is unique as the questions are randomly selected from a large population

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For Students: Membership Fee is $32 + $10 Application Fee!!

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PMBOK® GUIDE LAYOUT OF THEPMBOK

The PMBOK – Version 6, is divided into 3 Parts, a Glossary, and an Index,
▪ A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) as follows:
▪ Currently on Sixth Edition ▪ Part I – 3 Chapters of Introduction, Organizational Influences & Project Life Cycles,
▪ Published in 2017 and 10 Chapters of Knowledge Areas.
▪ A Guide... because the full body of knowledge is vast ▪ Part 2 – I n t r o d u c t i o n t o S t a n d a r d s
& Project Management Process Groups
▪ Source for all of the PMP® processes
▪ Part 3 – Appendices, Glossary & Index
▪ There is Agile Practice Guide is added
to understand the concepts of Agile
Project Management.

PMBOK is a registered mark of the Project Management Institute, Inc.

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EXAM CONTENTOUTLINE

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IDENTIFY GAPS
Make sure you write specific things on your gap sheet,
not general ones:
• Good:“A project manager might be able to initiate changes”

• Bad:“Integrated change control”

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TYPE OF QUESTIONS IN EXAM TRICKS FOR TAKING EXAM

▪ Situational :-

▪ Relates to real world experience and knowledge of exam concepts for example :- 1. Control the exam by skipping and marking questions you cannot answer.
▪ You receive notification that a major item you are purchasing for a project will be delayed.What is the BEST thing to
do :-
2. Control your frustration.
▪ Re plan the project to accommodate delay
3. Answer questions from PMI’s perspective.
▪ Notify your boss

▪ Let the customer know about it,and talk over options 4. Watch for “distracters”—choices that distract you from the correct answer.
▪ Meet with team and identify alternatives
5. Watch out for common project management errors.
▪ Questions with more then one right answer

6. Decide how you will approach taking the exam.

▪ Questions with extraneous information

▪ Questions with made-up terms (No link with project management)

▪ Questions where understanding is important (Like a particular technique importance)

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DO NOT WORRY ABOUT INPUTS/OUTPUTS PMI-ISM

1. Historical records: Lessons learned,WBS, risk estimates of past projects and
your project; part of OPA
An Input means:
2. (EEF) Enterprise environmental factors: Existing systems and company culture
▪ What do I need before I can…? 3. Understand the process of project management
4. Prevent problems, rather than deal with them
An Output means: 5. Understand the PM's role
6. Kickoff meeting
▪ What will I have when I am done with…?
7. Management and control plans
8. The exam focuses on larger projects
9. The PM has HR responsibilities

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1. INTRODUCTION

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1.1 OVERVIEW AND PURPOSE OF THIS GUIDE

Project management is not new. It has been in use for hundreds of years. Examples of project
outcomes include: PMBOK 6th edition; Page 40

Projects
➢ Pyramids of Giza
➢ Olympic games
➢ Great Wall of China
➢ Taj Mahal
➢ Publication of a children’s book
➢ Panama Canal
➢ Development of commercial jet airplanes
➢ Polio vaccine
➢ Human beings landing on the moon
➢ Commercial software applications
➢ Portable devices to use the global positioning system (GPS)
➢ Placement of the International Space Station into Earth’s orbit

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1.1 Purpose

PMBOK 6th Edition; Page 41

▪ This PMBOK® Guide identifies a subset of the project management body of knowledge that
is generally recognized as good practice.

▪ Generally recognized means the knowledge and practices described are applicable to
most projects most of the time, and there is consensus about their value and usefulness.

▪ Good practice means there is general agreement that the application of the knowledge,
skills, tools, and techniques to project management processes can enhance the chance of
success over many projects in delivering the expected business values and results.

▪ This PMBOK® Guide is a foundation upon which organizations can build methodologies,
policies, procedures, rules, tools and techniques, and life cycle phases needed to practice
project management.

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1.1.3 CODE OF ETHICS AND PROFESSIONAL CONDUCT 1.2 PROJECT MANAGEMENT

FOUNDATIONAL ELEMENTS

▪ Responsibility ▪ Projects

▪ The Importance of Projects Management

▪ Respect
▪ Relationship of Project, Program, Portfolio, and Operations Management

▪ Fairness ▪ Components of the Guide

▪ Tailoring
▪ Honesty
▪ Project Management Business Documents

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As a guideline, megaprojects cost US$1billion or more, affect 1 million or

1.2.1PROJECTS-INTRODUCTION more people, and run for years.

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PROJECT SUCCESS MEASURES

Net Present Value

– Net present value (NPV), – Will not have to calculate on exam

– Return on investment (ROI), – IRR should be shown as a percentage
– Internal rate of return (IRR), – Hurdle rate = cost of capital
– Payback period (PBP), and – IRR less than hurdle rate is poorly performing
– Benefit-cost ratio (BCR). – IRR greater than hurdle rate is profitable
– The bigger the IRR the better the project
– Choose projects the largest IRR

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Opportunity Cost
Opportunity Cost

– Value of a choice – Choose the greatest benefit at the lowest cost

– Choose one thing over another shows value – Project A is worth $85,000
– What you gave up to get it – Project B is worth $79,000
– Value of opportunity lost – Choose Project A – opportunity cost is Project B ($79,000)
– Mutually exclusive choices

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Page No 25 of PMBOK
6th Edition

Return on Investment In Integration

School Scope

The Time (Schedule)

Calculus Cost

Quiz Quality

Has Human Resources

$750,000 - Created Communication

Profits made on Gross income
$300,000 =
investments - investment Really Risk
$450,000 ROI
Poor Procurement

Score Stakeholder

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2. PROJECT’S
ENVIRONMENT

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2.1 PROJECT ENVIRONMENT

Environment influences projects through two major categories

• Enterprise environmental factors (EEFs)

• Organizational process assets (OPAs)

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3. THE ROLE OF
THE PROJECT
MANAGER

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