hello and welcome to the capm certification course offered by simply learn in this lesson we will be introduced to the capm certification course after completing this lesson you will be able to Define capm and PMI identify the application requirements for the capm examination identify the guidelines to fill up the capm application describe the capm exam outline and syllabus let us now begin with the terms PMI and capm project management Institute or PMI is a non-for-profit organization that offers a certification program for project practitioners for all educational and skill levels PMI is based in the USA and has local chapters across the globe therefore if you are based in Singapore you can look for a PMI chapter in Singapore such local chapters conduct regular knowledge sharing and networking sessions for people interested in project management certified associate in project management or CM on the other hand is one of the certifications awarded by PMI it is a credential industry recognized and demanded worldwide for many of the project management jobs it is a mandatory qualification capm is not restricted to a specific domain a project manager working in any industry be it manufacturing retail defense or information technology can write the capm exam and upon successful completion can be a capm certified professional to sum up PMI is an organization and capm is a credential PMI therefore writes and supervises the capm examinations a capm credential is valid for 5 years after the completion of this 3-year period it can be renewed PMI measures project management experience in the units of pdu pdu means professional development unit you can acquire pdus in many ways for example if you attend a project management class of 1 hour by an expert it is considered equivalent to one pdu if you write a white paper on the topic related to project management ment it may be equivalent to five pdus PMI has detailed guidelines on what kind of project management activities amounts to how many pdus you can look for the CCR handbook on the PMI website for more details PMI releases a guide every four years it's called as pimbo guide that is a guide to the project management body of knowledge pinok guide acts as a textbook for the capm exam pinok guide can be cons considered as a standard for project management profession in the next screen we will look into the application requirements for the capm exam PMI capm certificate is an experience as well as knowledge-based certification this means certain prerequisites are to be met in order to be able to apply for this certification the prerequisites depend upon a person's formal education as shown in the table a professional needs to have at least 1,500 hours of project management experience along with a secondary diploma high school diploma or Global equivalent a professional whose highest formal education is a high school degree will require 23 hours of formal project management education lastly one also has to submit details of having attended 35 hours of project management training just before writing the capm exam Reep stands for registered education providers PMI training institute means these training companies are registered with PMI as a registered education provider these provide 35 PM contact hour certificate if you attend their 35-hour training program their certificate can be used as a proof to be submitted to PMI applications can be submitted online once the exam fee is paid PMI sends an authorization letter many companies are PMI and provide project management training simply learn is one of them PMI randomly audits some applications from time to time in the event of the application being selected for audit clear instructions will be given on the evidence that has to be physically submitted to PMI follow the instructions and send the evidence before authorization is given to proceed examination must be written within a year of receiving the authorization letter if you need more information on PMI you can visit their website www.pmi.org let us focus on capm exam process in the next screen capm exam covers 150 questions out of which 15 questions are considered as pre-test questions used for future tests and are not scored you will not be communicated about these questions they might be any random pick therefore you should answer all 150 questions with the same seriousness PMI includes these questions to see how many test takers are getting them right based on this they might decide to include these questions in the future exam it is similar to a survey conducted by PMI of the 150 questions therefore 135 will be scored all questions are multiple choice questions with only one correct answer you get one point for every question answered correctly there is no negative mark for the incorrect ones you may also Mark a question for review and revisit it at the end if unsure then however you should attempt all the 150 questions in the given time PMI grades students on each of the five process groups and based on the grading they declare capm pass or fail the grades are not disclosed to everyone rather a rating is given they are below proficient proficient and moderately proficient in each of the five Pro groups the percentage of questions from each of these aspects is listed on the table capm exam is conducted for 3 hours there is one point for every right question there are no penalties for wrong answers the result pass or F is determined by a combination of these grades how many grades or number of points one has to score to pass the capm exam is not made public by PMI the questions in the capm exam are related to various aspects ects of project management these aspects are project initiation planning executing monitoring and controlling and closing we call these aspects as process groups for more details please refer to the capm examination content outline on the PMI website let us next discuss the capm exam syllabus there are five process groups 10 knowledge areas and 47 project management processes to understand the syllabus you need to understand the following terms process groups knowledge areas and processes let us first discuss process group the project management discipline is divided into five broad process groups when a new project starts it is first in the project initiation phase moving to planning phase then to execution followed by monitoring and controlling and finally it is closed project execution and monitoring and controlling processes go hand inand therefore when a new project is initiated all processes of project initiation process group should be applied to the project similarly when the project is being closed all processes of project closing group should be applied for instance identify risks is a process of project Planning Group so when the project is in planning phase you must identify if y all the risks of the project next let us see what knowledge area is as per pinok guide there are 10 knowledge areas a knowledge area is a set of specific processes performed to meet a project objective let us now consider processes there are 47 processes these processes might be accomplished in the project planning process group and a few others in Project monitoring and controlling process group for example develop schedule one of the processes is a part of the planning process group and the project time management knowledge area likewise in human resource management knowledge area develop human resource plan process is in the project Planning Group and manage project team process is in the project execution group let us take an overview of the lessons of this tutorial we have 14 lessons in total this is the first lesson which is an introduction to the capm certification lesson two project management framework aims to explain what project and project management is all about it can be considered as an introduction to the project management lesson three that is project management processes groups aims to explain the five project management process groups the 10 knowledge areas are covered in lesson 4 to lesson 13 each lesson is dedicated to each of these 10 areas lesson 14 revises the same processes from a process group perspective this will help clarify the sequence in which some of the activities are carried out and understand these processes more holistically once you are through with these 14 lessons you can go ahead and take our online practice tests hello and welcome to capm certification course offered by simply learn in this lesson we will focus on project management framework let us begin with the objectives of this lesson after completing this lesson you will be able to Define project project management program management and portfolio management recognize the roles of project management office identify the project constraints and their impact on the project explain the role of a project manager in stakeholder management describe different organization structure differentiate between a Project Life Cycle and a product life cycle let us begin this lesson with understanding what a project is in the next screen a project is a temporary Endeavor undertaken to create a unique product service or result for example developing a new product service or result constructing a building industrial plant or infrastructure and implementing improving or enhancing existing business processes and procedures in the next screen we will focus on the characteristics of a project a project can be distinguished based on its characteristics the definition describes two characteristics of a project first it is temporary in nature temporary here does not mean short in duration a project can extend for long duration based on on the requirements for example creating a new indigenous missile defense system for a country however there is always a definite plan start and end date for a project it cannot go on indefinitely secondly the project is supposed to produce a unique output the output could be a product service or result there can be many common activities between two projects but the outcome of each project should be unique in some way or or the other now let us look at what marks the end of a project a project ends when either the objectives are met or the project is terminated because the objectives will not or cannot be met the other reason to terminate the project can be that the need for the output of the project does not exist anymore usually the sponsor of the project takes a call about the closure of the project it is important to differentiate Project work from regular op operational work for example your office receptionist does the same work every day of picking any incoming call and directing the call to the right person in the office this is an ongoing repetitive work and can be classified as operation operations unlike projects are neither temporary nor unique creating a new software system to effectively track your customer complaint can be an example of a project when the software is successfully developed the project objective is met which marks the end of the project when you start using this software to track customer complaints you are entering into the operations phase in the next screen let us now look into project management as defined in the pmbok guide project management is the application of knowledge skills and tools and techniques applied to project activities to meet the project requirements project management is achieved by proper application and integration of the 47 processes project application and integration means these processes should be executed in the right manner as well as in the right order in the next screen let us discuss how to manage a project program management is defined as the application of knowledge skills tools and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually as defined in pinbot guide a program is a group of related projects which when managed as a group in a coordinated fashion provides benefits and control that are not available while managing them individually these benefits could be from decreased risk economies of skill improved management of dependencies delivery of additional capabilities optimal utilization of shared resources and so on let us now learn the various features of program management random projects cannot be grouped together as a program the projects in a program should be related in some way or the other and there should be some value added in managing them together a project may not be a part of any program but a program will always have projects a project can also be executed as a standalone project a program is designed to deliver some strategic benefits value to the organization these benefits can be tangible or intangible examples of tangible benefit could be increased profit margins or operational cost savings examples of intangible benefits could be improved team morale or building up certain competencies while a project manager focuses relentlessly on the Fulfillment of the Project's requirements that is scope cost time quality a program manager needs to focus on ensuring that the organizational benefits are realized in the next screen let us understand what a portfolio is portfolio is yet another term used along with project and program a portfolio may have multiple projects and programs that are managed as a group to achieve strategic objectives Ives note that all projects and programs in a portfolio may not be necessarily interdependent or directly related a portfolio can be created based on the business objectives for example an IT service company can have a portfolio named Japanese projects which is formed with an aim to take over the Japanese Market by giving more attention to these projects within this portfolio similar projects can be managed as a program and all banking projects from Japan can be managed as a banking program in the next screen let us discuss portfolio management portfolio management is the centralized management of one or more portfolios this includes identifying prioritizing authorizing managing and controlling projects programs and other related work to achieve strategic business objectives therefore whether the company should have Japanese projects as portfolio or not is decided by portfolio Management in the next screen let us understand the relationship between portfolios programs and projects the image on the screen will help you to understand the terms portfolios programs and projects a portfolio is part of an organization's overall strategy it represents a conscious decision by an organization to invest in the portfolio the overall objectives of a portfolio are then cascaded down to the lower level components the components could be sub portfolios programs or projects these components can further be broken down into smaller components for ease of management although a project may not contain operations a program or a portfolio it can include other work this other work May comprise training and development customer support and services Etc if the other work has Synergy with the overall objectives and adds to the capability to deliver the higher level benefits then it can be included in the program or portfolio as well in the next screen we will discuss project management office project management office or pmo is a specific type of body or Department Department within an organization pmo performs several roles in the organization and these can broadly be classified as primary roles and other roles typically the pmo may take up any one or a combination of the three primary roles it provides the policies methodologies and tools and templates for managing projects within the organization it provides support and training in organization on how to manage projects and finally it provides project managers for different ongoing projects in the organization pmo may also help in managing interdependencies between the projects selecting managing and deploying shared or dedicated project resources if need be terminating a project and organizing Lessons Learned sessions and maintaining the project management knowledge base for an organization in the next screen we will discuss how to manage the triple constraints any project can be done successfully if there is no constraint on time or there is unlimited budget available unfortunately that is not true in real life a project is performed within some constraint and these constraints are usually competing therefore if you change one it would affect the other for example if the project duration increases it would lead to increase in the project cost as well triple constraint is a term that originally refer to the three competing project constraints within which the projects are performed these constraints are cost time and scope quality is a primary concern for a project manager therefore the project manager has to make tradeoffs to keep the scope cost time quality plane in balance to achieve the balance the project manager also needs to manage other aspects of the project for instance the people stakeholders risks communication and procurements the project manager plays the essential role of integrating all these different aspects of project management in the capm examination you can expect business scenario based questions focusing on the triple constraints in the next screen let us understand and who a stakeholder is a stakeholder can be defined as the one whose interests May positively or negatively be affected or perceived to be affected by the decision activity or outcome of the project as per the definition the project team project manager project sponsor pmo Office customer Etc are the stakeholders of the project a project sponsor is the one who gives a go head for a project and provides the necessary resources to execute the project therefore the head of projects in the organization who provides a green signal to start a project and allocates required resources to the project is the project sponsor a project sponsor is usually somebody placed high up in the organizational hierarchy of the Performing organization that is the organization in which the work of the project is being carried out in the next screen let us look at stakeholder management one of the key responsibilities of a project manager is to manage stakeholders a project manager has to involve the stakeholders from the beginning of the project until the end so they are aware of every step a project manager has to take up specific activities for stakeholder management identifying both internal and external stakeholders missing out any stakeholder can be disastrous for a project a stakeholder who has identified towards the end of the project may come up with his own requirement at that stage and incorporating them can be risky determining stakeholder requirements after identifying all the stakeholders the project manager also needs to ensure that their requirements are clearly identified sometimes stakeholders might themselves not know of their requirement and it is the job of the project manager to get them right by doing a proper stakeholder requirement analysis determining stakeholder expectations stakeholders might also have some unstated expectations which need to be clarified to see if it can become a project requirement it is again the role of the project manager to determine the stakeholders expectation communicating with stakeholders once all the stated and unstated stated stakeholder requirements are known the project manager as part of stakeholder analysis should focus on communicating them regularly to keep stakeholders involved in the project once you understand the practices of stakeholder management it will be easier for you to answer scenario-based questions in the examination in the next screen let us look at the various organization structures projects are performed in an organization and the functioning of the organization might affect the project the different organization structured types explained here are based on the level of authority that a project manager gets into in those organizations in a functional type of organization the organization is grouped by the area of specialization within different functional areas for instance marketing accounting engineering Etc are departments within the organization each employee typically reports to a functional manager in such types of organization normally projects are undertaken within the department itself if a project requires any assistance from another department the request moves from the head of the requesting Department to the head of the concerned Department the team members do their normal departmental work in addition to the project work the next type of organization is projectized organization in such organizations there are no departments the organization's resources mostly work on projects team members report to a project manager the project manager has complete control over the resources when the project is completed either they move on to another project or they look for some job outside the company they do not have a department for themselves the third type of organization is a matrix organization which is a blend of functional and projectized organizational structure structure a team member belongs to a department as well as they are part of a project team in such organization team members have two bosses one their department head and the second their project manager since there are two bosses here this type of organization is further classified into three different types they are weak strong and balanced Matrix organization so out of the bosses that team members have in Matrix organization if the project manager has more authority over the team member such organizations are called strong Matrix where the functional manager has more Authority it's a weak Matrix organization if they both share equal Authority then it is a balanced organization there is another term that you might find in the exam called tight Matrix this generally refers to a collocated team that is a team that has been placed in the same location to enhance their performance in the capm exam if there is no mention of the organization type you can assume it to be a matrix organization let us look at each of these organization structures in detail in the next screen let us look at functional organization in a functional organization the resources of the organization are grouped by functions sometimes called departments examples of functions could be sales Finance Administration manufacturing Etc each function plays a definite role in the organization and is headed by a functional head or supervisor all the resources in such an organization report directly into their functions therefore A salesperson would report into the sales organizational hierarchy a purchase executive would report into procurement and so on you would notice that in a functional organization the project manager's role is not explicitly called out when a functional organization embarks on a project each of the functions that are involved May volunteer some resources to work on the project one of these resources may end up playing the project manager's role the resource assignments may not even be full-time and sometimes even the project manager is part-time since the project manager has no authority over any of the resources they are dependent on the functional heads this makes it more challenging for the project manager to coordinate in the team however functional organizations provide an opportunity for specialization for example if a purchase executive was reporting into the purchase Department that executive would have exposure to all the purchasing that happens within the organization and has a well-defined career path in functional organizations project management happens at the functional head level next let us look at the projectized organization in the next screen the projectized organization has all the resources aligned around projects the project managers have complete control over the resources working on their projects the biggest advantage of the projectized organization is that the resources have loyalty to their projects and project execution becomes easier this kind of structure is suitable for organizations whose work is in the nature of projects there are few disadvantages in this structure as well firstly the role of the resource is over once the project is completed secondly highly specialized roles within a project may not be fully occupied all the time for example a purchase executive may have have work for selected periods on a project while purchase activities are going on however for the rest of the period their capability may not be optimally utilized there is less scope for functional specialization as the project boundaries limit the kind of work for the resources each project manager is in charge of a project and its resources next let us look at the Matrix organization in a matrix organization the resources report to the functional managers and are managed by the project managers as well there might even be a function that represents all the project managers in the organization which provides project management expertise The Matrix structure has three variants commonly referred to as weak balanced and strong in a weak Matrix the authority of the project manager is the weakest and strongest in a strong Matrix structure the title given to project managers and functional or weak Matrix organizations are project expediter or project coordinator they would be called project managers in a balanced or strong Matrix structure and have slightly more authority over the time of the team members the advantage of the Matrix structure is that resources can be optimally utilized while preserving the capacity of the project managers to get projects executed efficiently resources can specialize in their functions and have stability in their careers also contribute to the projects at the same time potentially the disadvantage of Matrix organization is that the communication overhead increases significantly this is because every resource in the organization belongs into a project and into a function leading to a dual reporting structure in a matrix organization project management happens at project resource level in the next screen let us summarize the advantages and disadvantages of different organizational structures each organization structure has its own set of advantages and disadvantages the advantage of functional organizations is that resources may find clearly defined career paths and Achieve specialization and skill development in their respect Ive Fields it will be a flexible Workforce since only one manager will be responsible avoiding confusion the disadvantage of such organization type is that project work is hampered Department work is always given higher priority than the project work in addition there is no career path in project management which leads to lower interest in projects in the case of the projectized organization one of the clear advantages is better communication within the projects since Project work is the only work team members are doing it also leads to loyalty towards the project goals the disadvantage of such organization type is the inefficient use of resources because every project team has their own support function therefore this might lead to the duplication of effort it also leads to the resources being left with no work since their roles are over once the project is completed it also hampers skill development because the project requirements dictate what kind of work team members perform at different stages on a project now let us look at the Matrix organization it also has the advantage of better coordination and maximum utilization of resources however the disadvantage is the higher potential for conflict among the managers which might lead to communication complexity and overhead management business scenario based questions to identify the type of organization structure can be expected in the capm exam when the organization type is not mentioned it can be assumed to be a matrix type of organization in the next screen let us focus on the comparison on Project Life Cycle and product life cycle Project Life Cycle spans the initiation of a project until the closure of the project the product life cycle on the other hand also encompasses the operational and maintenance phases a typical product life cycle starts with conception of the product and goes until its withdrawal from the market the withdrawal might be because it becomes obsolete or there is no further need for the product in the market a product has a long life cycle a product can require or spawn many projects over its life for example a project and product conception phase could be to determine customer needs whereas a project during product maturity phase could be used to perform competitive analysis typically a product life cycle is longer than the Project Life Cycle a project also has its own life cycle and this life cycle depends upon the industry and the organization within which the project is being executed sometimes different organizations within the same industry use different life cycles in the next screen let us discuss more on Project Life Cycle a life cycle is composed of phases each phase represents a discrete unit of work required to be done on the project there are different ways of classifying project life cycles let us first discuss the sequential versus overlapping life cycle in sequential phases the subsequent phase starts only after the the previous phase has been completed whereas in overlapping phases two or more phases may run in parallel for some time this could help fast tracking and compressing the amount of time required the other way of classifying life cycles is how they go about the process of planning in predictive life cycles there is a large upfront planning phase where all the details of scope cost time are planned before beginning the subsequent phases these phases then are executed in either sequential or overlapping modes they are suitable for large projects where all the requirements are likely to be known in advance and where upfront planning effort is required to get the necessary approvals another feature of predictive life cycles is that each phase May potentially be different in the nature of activities and may require people with different skill sets for example traditional software development life cycle has phases like requirements feasibility planning design construction testing and transition we will continue project life cycles in the next screen incremental and ediv life cycles have a short upfront highlevel definition and planning phase the product is then developed through a series of iterations where iteration increments or adds to the functionality by a little all the activities are intentionally repeated in iterations adaptive or agile life cycles are variant of incremental and iterative life cycles where iteration is very short typically 2 to 4 weeks agile methodologies are becoming very popular in the software development industry and in other Industries where the requirements are highly changeable and frequent feedback is beneficial let us now check your understanding of the topic covered in this lesson here is a quick recap of what was covered in this lesson project management is the application of knowledge skills and tools and techniques applied to project activities to meet the project requirements pmo provides the policies methodologies and tools and templates for managing projects within the organization project manager has to integrate various project aspects like the people stakeholders risks communication and procurements with the project constraints time scope cost and quality identifying internal and external stakeholders determining their requirements and communicating with them regularly is an important role of a project manager functional projectized and Matrix are the three types of organization structures based on the level of authority given to the project manager project life cycle spans the initiation of a project until the closure while product life cycle also encompasses the operational and maintenance phases hello and welcome to capm certification course offered by simply learn in this lesson we will focus on project management processes let us begin with the objectives of this lesson after completing this lesson you will be able to differentiate between Project Life Cycle and project management process name the five project management process groups describe the process group interactions recognize processes aligned to different process groups and knowledge areas identify the inputs and actions of project management process groups let us now begin with understanding the differences between Project Life Cycle and project management process Project Life Cycle addresses the question what to do to get the work done it varies industry-wise for example let us look at a typical Project Life Cycle in a software industry first you understand what is required and analyze it as part of the requirement analysis phase then as part of the design phase you figure out the implementation of it and arrive with the approach next you implement the functionality by writing the code as part of the coding phase the code is then verified to ensure it works right as part of the testing phase the tested and verified software is then installed at the customer locations as part of the installation phase after the installation the system then moves into operations and support phase the project management process addresses the question what to do to manage the project the processes for managing the projects are likely to be the same across Industries for instance in the develop schedule process one needs to develop the project schedule irrespective of the industry or domain you're working in the next screen let us understand the project management process groups the project management processes are divided into five process groups they are initiating process group planning process group executing process group monitoring and controlling process group and closing process group The initiating process happens at the beginning of the project or a phase the planning executing and monitoring and controlling processes go together therefore you plan execute and replan based on the execution result the project closing processes are performed when the project work or a phase within the project is completed the typical project management process in the closing phase releases resources back to the resource pool so the team members can be assigned to another project note the iteration of processes within the phases is dependent on the scale of the projects small projects may have only one iteration whereas bigger projects may have multiple iterations before they add enter a new phase project management processes are overlapping activities let us look at the interaction between these activities in the next screen process groups have overlapping activities that occur throughout the Project Life Cycle the output of one process group is generally the input to another or a deliverable of the project for example project management plan is an output of planning process group and an input to execution process group note that production of the plan is not a one-time activity as the project progresses the project management plan may get updated as a result of the monitoring and controlling processes the updated project management plan once again forms an input to the execution process group in the next screen we will discuss the project management process group knowledge area and project management process mapping given on the screen is the list of the 47 project management processes 10 knowledge areas and five process groups the table shows how each of them is interrelated you can see that the project integration management processes can be mapped back to all five process groups while project scope management processes are mapped back to only planning and monitoring process group study the table to identify processes under project management and the knowledge area they belong to all the 47 processes are described in detail in this tutorial each knowledge area is covered in detail as a lesson it also covers how the process is mapped to process groups to help you understand the big picture further the inputs and outputs of each of these processes tools and techniques that are used in these processes and what exactly happens during these processes are also discussed in the next screen we will cover each of the process groups here is a quick recap of what was covered in this lesson Project Life Cycle addresses the question what to do to get the work done while project management process addresses the question what to do to manage the project there are 47 processes in project management grouped into 10 10 knowledge areas and mapped to five process groups initiating process group defines a new project or phase when the project Charter is approved the project is officially authorized planning process group establishes the total scope of effort objectives and course of action required to attain those objectives executing process group completes the work defined in the project management plan to satisfy the project specifications monitoring and controlling process group tracks reviews and regulates the progress and performance of the project identifies and initiates the changes to the plan when required closing process group finalizes the activities across all project management process groups to formally complete the project phase or contractual obligations