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> 1
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
# PMP EXAM PREP
# PMI Authorized
# Training Partner
# BOOTCAMP
# Session 1
## PMP Exam Prep
This course will assist learners in
preparing for PMIs PMP Exam (2021
Update)
## Attendance Alert
## Percipio Users: Name is based
## on your information in
## Percipio
## Using Zoom: Enter your first
## and last name 2
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Your Instructor
Orlando Sequera, MSPM, PMP
Orlando Sequera is a certified Project Management
Professional (PMP), Disciplined Agile Scrum
Master (DASM), and PMI Agile Certified
Practitioner (PMI -ACP) with over 15 years
experience in IT and Aerospace.
Most recently, he managed software development
projects for the Artemis program with NASA to land
the first woman and the next man on the Moon.
Orlando received his Bachelors degree in Systems
Engineering from Universidad Santa Maria
Venezuela and his Masters degree in Project
Management from Boston University.
www.linkedin.com/in/ orlando -sequera -
mspm -pmp -pmi -acp -dasm -dassm -
psm -3414478 3
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Your Instructor
Susan Daniels , MBA PMP DASSM ATP -I
linkedin.com/in/ susandanielspmp
Sr. Strategy Integrator
a $12 billion enterprise in the healthcare field
Executive Director
a multimillion -dollar social services agency
PMI Global Consultant
Certification Requirements Global Taskforce
7th edition PMBOK Standards
PMP Core Curriculum Co -author
Northeast Florida Chapter Board of Directors
Program Director
Project Mgmt. graduate degrees 4
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
Priscilla Bakx -Kabai
Go ROHO : www .goroho .com
priscilla .bakx -kabai@goroho .com
www.linkedin.com/in/pkabai
Priscilla is passionate about people and
projects . She is an Authorized Training Partner
Instructor (ATP -I) of the Project Management
Institute (PMI), and a certified Mindset Coach
and Change Facilitator by The Arbinger Institute .
She is the Founder and CEO of Go ROHO , a
Netherlands based organization that offers VPMO
(Value Project Management) and Consultancy
Services that are founded on a People First
Mindset .
Go ROHO stands for Go Reach One Help One .
This embodies Priscillas professional vision :
helping individuals thrive ! Three words that
best describe her way of working are
Engagement , Communication , and Teamwork .
## Your Instructor 5
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Target Audience
This Exam Preparation Bootcamp is designed for:
Anyone preparing to take their PMP exam and need their 35 contact hours for
their PMP application.
This Bootcamp is not designed for:
Anyone preparing for the CAPM exam.
Please check with your Training Coordinator for the Skillsoft CAPM training.
Percipio users can find this training in the CAPM channel and can use the
CAPM self -paced courses for their 23 contact hours for their CAPM
application.
Note: Some of the topics in this training may be aligned to the CAPM exam
objectives including some topics from the PMBOK Guide 7 th Edition and
Agile Practice Guide. The Business Analysis Framework topics are not
covered in this Bootcamp. 6
2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI course.
## For attendance purposes, please
## stay logged in during all breaks .
# Session Periodic breaks 7
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
# Ways to Participate in a Webinar
Find the Chat option in your Zoom command bar
Change the To: choice in the blue box to everyone .
Explore the Reactions option in your Zoom command bar
This is a fun way to provide quick and easy feedback 8
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
# Using Zoom: Chat vs. Q&A
Please use the Chat for :
Salutations before the session starts
Once the session starts the chat may be closed throughout the session to minimize
disruptions and provide important information. The instructor may open the chat
during the session at their own discretion and if it doesn't get distracting
The chat will be opened periodically to respond to the instructors questions
Please use the Q&A for:
Technical assistance Begin with: Percipio or Non -Percipio student
Guidance on how to access course material Begin with: Percipio or Non -Percipio
Clarification and questions on lecture points, if not answered by instructor
The Q&A will be open and closed throughout the session to allow us to address
questions/issues
> Please be very patient, the support team responds to many inquiries per session. 9
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
Check Your Specific Bootcamp
Channel for Your Resources
Project Management
Professional (PMP) ATP
Bootcamp: 5 Day Cohort
Project
Management Professional (PMP)
ATP Bootcamp: 8 Day UK Cohort
Project
Management Professional (PMP)
ATP: 8 Day NA Cohort
Project
Management Professional (PMP)
ATP: 8 Day Australia Cohort
If you are part of the O2O program, and you are not sure how to find
your resources in Percipio, please check with your O2O advisor about
locating your resources. Check Your Learning Portal for
any Available Courses, Books
or TestPrep exam
Check the Specific GitHub Link
for Your Bootcamp Documents
and Other Files
Attending a 5 -Day Bootcamp
> https://github.com/Skillsoft -
> Content/PMP5Day
Attending an 8 Day
Bootcamp
> https://github.com/Skillsoft -
> Content/PMP8Day
Joining from your Learning Portal:
Check your first and last name is correct in your Learning Portal.
If it is not visible in your learning portal,
Check a course completion certificate (if available) or
Ask the Admin within your training organization.
If you dont know whom that person is, please reach out to Skillsoft
Support at
[email protected] to see if they can provide their
contact details.
Joining through Zoom:
If you join through Zoom using the Desktop Client or Phone App, please use
a Zoom account that has your First and Last Name.
If you join through the browser link, please enter your First and Last Name
when prompted. 12
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Issues With Staying Connected
Disconnecting from Percipio or Skillport on a regular basis?
Please contact Customer Support directly
https://support.skillsoft.com/bootcamps for assistance.
Ask for the Zoom details in the session through the Q&A to join directly
through Zoom as a backup (good for all sessions in your Cohort).
No need to let us know you have rejoined the session after being
disconnected or that you have missed time. These messages will be
dismissed if you have no question.
Review the instructions in the PMP Bootcamp Attendance Tracker .docx file
located in GitHub and Percipio to track the minutes you missed during the
session for whatever reason and the dates you made up missed sessions. 13
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
YES , if you are taking this training to register for the PMP
exam live attendance is required.
However, this is the exception rule for the 8 Day
Bootcamp You are allowed to miss up to two sessions
if you make up the sessions by watching their replays.
A missed session means you are logged out of a session
for more than 15mins .
If you miss more than 15 mins at any time (including
during breaks) beyond the two sessions allowed, you
will need to make it/them up by attending the live
session(s) in a different 8 -day cohort *.
*Please see the Bootcamp calendar
at http://calendar.skillsoft.com/ for information about
upcoming sessions. 14
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
# IN CASE OF ABSENCE
# NO LIMIT FOR
# REPLAYS:
## For the Bootcamp
## you are attending,
## there is no limit on
## accessing the replays
## for study purposes.
You can access a replay online for a previous session by
following these steps 24 to 48 hours after the session ends.
Step 1. Go to: https://github.com/Skillsoft -Content/PMPReplay
Step 2. Click on the PMP Replay Zoom Links file for the year you attended the
Bootcamp. And then click the Download option.
Step 3. When the file opens, and you are prompted enter the following
password. Those are zero's not the letter O. The password is case sensitive.
pmpB00tcampReplay!
Step 4. Locate the worksheet that corresponds with the Cohort you attended
and use the provided link and passcode on the worksheet to access the
Replay through your browser.
Note: The password to open the Excel file is NOT the passcode to access the
replay.
*Replays will be available for 1 year. They are not available for
download. Attendance Tracker
Check your Bootcamp documents for the Attendance Tracker.docx file that
explains manually tracking your attendance (Percipio and Non -
Percipio Users) and how to get your Official Certificate.
Percipio Users: Check the Resources tab to the right of Attend tab in your
Bootcamp channel to select it and download it to your computer.
All Users: Select the file .docx file from the 8-Day Attendance and Certificates of
Completion Info folder in GitHub, click the Download raw file icon, open the file
on your computer, and manually add the details.
https://github.com/Skillsoft -Content /PMP8Day
IMPORTANT: The Attendance Tracker.docx file has multiple pages but is relatively
short with examples. There is only one table to fill in. This file after filled in will
need to be uploaded when manually requesting your certificate, which will be
discussed next. Important Information: Official Certificate
Percipio Users: To help ensure Percipio auto -generates the certificate at the end, always
login through Percipio, even if you are simultaneously logged in through Zoom directly as a
backup.
Your certificate will not auto -generate/be displayed after the last session ends, if the
following situations happen:
You don't log into the Bootcamp through Percipio for one or more sessions.
You miss too much time in one or more sessions. So, barring technical issues, stay
logged into each session through Percipio.
Your certificate will not display if your organization turns off the ability to see
certificates.
Non -Percipio Users and Percipio users who don't have the certificate auto -
generated/displayed , you will need to manually request your official certificate.
All Users: For information on how to get your certificate, please review the instructions in
your Attendance Tracker.docx file from Percipio and/or GitHub. PMP Learner Kit (aka PMI Authorized PMP Exam Prep course)
Please note that each learner that intends to use this PMP training on their PMP application for their
35 hours must have their own Learner Kit before they submit their application to PMI.
The Learner Kit can only be acquired through Skillsoft and redeemed through PMI. Please contact your
corporate training staff first to see if they will provide you access to the PMP Learner Kit and if they
have any requirements before given access. Please note if do not your corporate training staffs
contact details, please ask the Skillsoft Customer Support Team if they can assist
https://support.skillsoft.com/contact.asp
If your organization isnt providing you access or you have an individual subscription to Percipio, you
can purchase one using this URL: https://www.skillsoft.com/pmp -voucher -offering
After your organization provides you access OR if you purchased it on your own, you should receive an
invite email from
[email protected] . Click on the invite link in the email and follow the process to add
your course.
Once you go through the process log into your PMI account at https://pmi.org and click your name in
the upper right -hand corner. You will see a course added called PMI Authorized PMP Exam Prep. That
is what we refer to as the PMP Learner kit. Videos to Watch
We recommend watching the following videos in between the 1st and 3 rd sessions,
which can be accessed through Percipio or GitHub (All users).
Percipio Users:
PMP ATP Certificates of Completion (7:39 run time)
PMP ATP Learner Kit Information (6:05 run time)
All Users:
Certificates of Completion (7:38 run time)
PMP ATP Learner Kit Information (5:55 run time) 19
2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI course.
## PMI
## AUTHORIZED
## PMP EXAM
## PREP COURSE
Version 3.2 | 2023 Release
2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI course. 20
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
Thank you for joining the PMI Authorized PMP Exam Prep course.
If youve earned your CAPM certification with us, welcome back!
Or if youre coming from another project management background, certification
or work experience, we are pleased to welcome you to PMIs community of learning.
We are proud of our 50 -year history of peer -to -peer learning and membership and wish you
the best of luck as you undertake your PMP exam preparations.
# Welcome 21
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## You, Getting Certified
Four -year degree
36 months leading projects
35 hours of project management
education/training
or CAPM certification
A high school diploma or an associates
degree
(or global equivalent)
60 months leading projects
35 hours of project management
education/training or CAPM certification
OR 22
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## The Project
## Economy
The Project Economy backs
the most important work all
over the world.
No matter where you are,
learning our core principles
means you have a guided,
lifetime practice in project
management. 23
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## The PMP Certification Exam
The PMP exam includes content that spans the
value delivery spectrum, including predictive ,
adaptive and hybrid approaches. It was updated
in 2021 to reflect the fuller complement of skills
and approaches found in our dynamic and global
profession.
Just like the sides of the PMI Talent Triangle , we
focus on three performance domains in project
management:
People | Power Skills 42%
Process | Ways of Working 50%
Business Environment | Business Acumen 8% Business Acumen
> M24
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Learning
## Topics
The learning topics in this training come directly from the PMP exam
content outline (ECO). The ECO is the basis for the PMP exam.
The relevant ECO content appears at the end of each topic, for your
reference.
The ECO was created by a global selection of PMI members who
hold the PMP certification and work in diverse industries. It includes
what they think you need to know to do the job, including experience
and broader business concepts. 25
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## The PMP Exam Format
180 questions
230 minutes to complete the exam
Two optional 10 -minute breaks for
computer -based (online -proctored) tests,
including center -based tests; paper -
based exams have no breaks
Questions are multiple -choice, multiple
response, matching, hotspot and fill -in -
the -blank
25
> Copyright 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
26
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Contents
Lesson 1:
Business
Environment
Lesson 3:
Plan the Project
Lesson 5:
Support Project
Team Performance
Lesson 2:
Start the Project
Lesson 4:
Lead the Team
Lesson 6:
Close the
Project/Phase 27
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
Life cycle icons: To help highlight
and differentiate concepts typical or
unique to a certain life cycle, we use
the corresponding icon:
## About This Course
Predictive Adaptive Hybrid
Important Interactive Use Expert
Judgment
Tools /
Techniques
Question Discussion Note
Definition Slider
Other icons
Project management terminology: A course glossary is included as a PDF file. Your
instructor may show definitions from the glossary on slides during the course.
Example: Project Management | Defined words are colored or an asterisk (*) is placed
next to them. 28
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
Meet our project manager, Ang Fen and interact with him, the project
team and stakeholders!
This is an immersive, fictional scenario of a hybrid project which includes
review and reinforcement of project management concepts and practice
exam questions.
## Project Case Study:
## Student Resource 29
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Shawpe Lifestyle Centre (SLC) Project
he project team will develop and build a lifestyle centre in
the historic Oasestown district, including design and
occupancy of retail and community spaces
Funding partner: Oasestown Municipality
Development partner: Oases Architects
US $7 million initial capital budget
36 -month timeline I S C30
2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI course. 30
2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI course.
# Lets Get to Work! 31
2023 Project Management Institute, Inc. All rights reserved.
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> 31
Mapping this course to the Student Workbook
Topic A
(1A) Foundation (2A) Identify and Engage
Stakeholders
(3A) Planning Projects (4A) Craft Your
Leadership Skills
(5A) Implement
Ongoing
Improvements
(6A) Project
Phase/Closure
Topic B
(1B) Strategic
Alignment
(2B) Form the Team (3B) Scope (4B) Create a
Collaborative Project
Team Environment
(5B) Support
Performance
(6B) Benefits
Realization
Topic C
(1C) Project Benefits
and Value
(2C) Build Shared
Understanding
(3C) Schedule (4C) Empower the Team (5C) Evaluate Project
Progress
(6C) Knowledge
Transfer
Topic D
(1D) Organizational
Culture and Change
Management
(2D) Project Approach (3D) Resources (4D) Support Team
Member Performance
(5D) Manage Project
Issues and
Impediments
Topic E
(1E) Project Governance (3E) Budget (4E) Communicate and
Collaborate with
Stakeholders
(5E) Manage Project
Changes
Topic F
(1F) Project Compliance (3F) Risks (4F) Training, Coaching
and Mentoring
Topic G
(3G) Quality (4G) Manage Conflict
Topic H
(3H) Integrate Plans
Business Environment
Lesson 1
Start the Project
Lesson 2
Plan the Project
Lesson 3
Lead the Project
Team
Lesson 4
Support Project
Team Performance
Lesson 5
Close the
Project/Phase
Lesson 6 32
>
2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI course.
## BUSINESS
## ENVIRONMENT
LESSON 1
Foundation
Strategic Alignment
Project Benefits and Value
Organizational Culture and
Change Management
Project Governance
Project Compliance
Version 3.2 | 2023 Release 2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI course. 33
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Learning Objectives
Define project and how it relates to the
larger discussion of project management.
Discuss the different types of
organizational structures and how they
relate to your projects management.
Discuss the principles of project
management.
Discuss the principles of agile and how
they relate to your projects
management.
Discuss strategic alignment and its
elements.
Explain the impact of business factors
on strategic alignment.
Determine how projects align with
business strategy.
Identify types of business value.
Describe change management theory and its
relation to organizational change.
Define and discuss project governance.
Explain project compliance and its importance. 34
2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI course. 34
2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI course.
# Foundation
TOPIC A 35
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Project
A project :
Creates a unique product, service or result
Is time -limited
Drives change
Enables value creation for a business or organization
Project success depends on:
Organizational project maturity
Project manager effectiveness
Funding and resource availability
Team member skill levels
Collaboration and communication within the team and with key
stakeholders
Understanding of the core problem and related needs 36
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## The Evolution
## of Project
## Management
Can you describe, in your
own words, how project
management has changed
during this time?
ca. 1969 PMI founded
The application of knowledge, skills,
tools and techniques to project activities
to meet the project requirements
2022 - Toward a systems view
Projects do not simply produce outputs, but more
importantly, enable those outputs to drive
outcomes that ultimately deliver value to the
organization and its stakeholders.
- PMBOK Guide - Seventh Edition 37
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
Description Key Roles Value Delivery Proposition
Plan -based approach:
Activities completed in a
distinct or linear fashion
New phase begins only
when the previous phase
is completed
Project sponsor authorizes
project
Team led by project manager
Deliverables transitioned to
customer at completion
Value realized in both short and
long term
Change -based approach:
Agile, incremental or
iterative development
Timeboxed cadence
(iterations/sprints) or
continuous flow
Product owner controls value
proposition
Project team delivers work
Process roles include team
lead , scrum master , agile
coach , facilitator
Iterative or incremental delivery
to customer during life cycle
Regular customer feedback
cycle enables continuous
development of value toward a
final product
Any combination of the above
## Project Management Life Cycles and Development Approaches 38
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Project
## Management
## Office (PMO)*
Many large and
established project -
oriented organizations
have a PMO, but PMOs
are not a requirement for
project management
practice.
PMOs can be:
Supportive
Develop best practices,
methodologies, standards and
templates
Coach, mentor, train, guide project
managers
Controlling
Monitor compliance with project
management standards, policies,
procedures and templates via
project audits
Directive
Manage shared resources
Coordinate communication across
projects
Agile Centers of Excellence (ACoEs)
aka Value Delivery Office (VDO)
ACoEs enable, rather than manage,
project efforts:
Coach teams
Build agile mindset, skills and
capabilities throughout the
organization
Mentor sponsors and product
owners 39
>
2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI course.
## OPM:
## A System for
## Value Delivery
Organizational project management (OPM) strategy execution framework
that coordinates project, program, portfolio and operations management, and
which enables organizations to deliver on strategy
External Environment
Internal Environment
System for Value Delivery
Operations
Portfolio A
> Program
> A.1
> Program
> A.2
> Projects
Portfolio B
> Program
> B.1
> Projects
> Projects
> Program
> B.1
> Projects
> Projects 40
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Projects,
## Programs,
## Portfolios Portfolio
Management
Collection of projects, programs,
subsidiary portfolios and operations
managed in a group to achieve strategic
objectives
Aligns with business
strategies
Program
Management
Group of related projects, subsidiary
programs and program activities
managed in a coordinated manner to
obtain benefits not available from
managing them individually
Controls components
and
interdependencies to
realize benefits
Project
Management
Part of a broader program, portfolio or
both
Enables achievement
of organizational
goals and objectives 41
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Organizational
## Structures
Functional
Matrix
Project -oriented
Composite
Organizational structure and governance affects/determines:
How organizational groups and individuals interrelate
How much authority the project manager has
What resources will be available
How the project will be conducted 42
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Relative Authority in Organizational Structures
Functional Matrix Project -oriented
Team member
loyalty
Functional
department Conflicted loyalty Project
Team member
reporting Functional manager
Both functional
manager and project
manager
Project manager
Project manager
role Seldom identified Coordinator to full
project manager
Full -time and
responsible
Team member role Part -time on project Part -time on project Full -time on project
(preferred)
Control of project
manager over team
members
Nonexistent
(functional manager
controls)
Medium shared with
functional
manager/sponsor
High 43
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Interactive/Activity
Think of your current or a recent
project. Can you identify the
organizational structure type and
describe how it affects your
project in the following ways?
How organizational groups and
individuals interrelate
he project managers authority
Resource availability
How the project is conducted
43
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> This material is being provided as part of a PMI course. 44
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Project
## Management
## Principles
## Guidance for All
## Project
## Practitioners
a. Be a diligent, respectful and caring steward
b. Recognize, evaluate and respond to system interactions
c. Navigate complexity
d. Create a collaborative project team environment
e. Demonstrate leadership behaviors
f. Optimize risk responses
g. Effectively engage with stakeholders
h. Tailor based on context
i. Embrace adaptability and resiliency
j. Focus on value
k. Build quality into processes and deliverables
l. Enable change to achieve the envisioned future state 45
>
2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI course.
## From Principles to Performance Domains
Use the 12 principles to guide
behavior in the 8 project
performance domains
Stakeholders
Team
Principles
Development
Approach and
Life Cycle
Planning
Project Work
Delivery
Measurement
Uncertainty 46
>
2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI course.
## Agile
Derived from:
Four values from the Agile Manifesto
12 principles
There are more than 50 known agile
practices and methods in use!
46
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> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## The Agile
## Manifesto for
## Software
## Development
Individuals and interaction over Process and tools
Working software over Comprehensive
documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
We are uncovering better ways of developing software by doing it and
helping others do it.
Through this work we have come to value:
That is, while there is value in the items on the right, we value the items
on the left more.
-2001 48
> 2023 Project Management Institute, Inc. All rights reserved.
> This material is being provided as part of a PMI course.
## Principles
## Behind the
## Agile
## Manifesto
## 1 to 6
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customers competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
4. Businesspeople and developers must work together daily throughout
the project.
5. Build projects around motivated individuals. Give them the
environment and support they need and trust them to get the job
done.
6. The most efficient and effective method of conveying information to
and within a development team is face -to -face conversation. 49
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## Principles
## Behind the
## Agile
## Manifesto
## 7 to 12 7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.
9. Continuous attention to technical excellence and good design
enhances agility.
10. Simplicity the art of maximizing the amount of work not done is
essential.
11. The best architectures, requirements, and designs emerge from self -
organizing teams.
12. At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly. 50
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## Agile:
he ar Side of
Adaptive
Approaches
Doing Agile vs. Being Agile
Agile means:
Iterations are likely to be shorter
Product is more likely to evolve based on stakeholder feedback
Still used for software development, and agile principles have been applied to other
kinds of development projects, vis --vis the agile mindset.
Adopt a flexible, change -friendly way of thinking and behaving
Understand the purpose of these practices
Select and implement appropriate practices based on context
Internalize agile values, mindset and behavior 51
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## Tailor *
## Projects to
## Contexts
Because each project is unique, we adapt methods to the unique
project context to determine the most appropriate ways of working to
produce the desired outcomes.
Tailor iteratively and continuously throughout the project 52
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## Tailor Hybrid
## Approaches,
## Processes,
## Practices and
## Methods
Apply product knowledge, delivery cadence and awareness of the
available options to select the most appropriate development
approach
Tailor processes for the selected life cycle and development
approach; include determining which portions or elements should be
added, modified, removed, blended, and/or aligned
Tailor practices and methods to the environment and culture 53
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Foundational project management concepts
Project management principles
The Agile mindset
Tailoring hybrid approaches, processes and
practices in project management
## Topics Covered 54
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# Strategic Alignment
TOPIC B 55
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## PMI Talent
## Triangle Business Acumen
> M
The PMI Talent Triangle reflects the skills needed by todays project
professionals and changemakers as they navigate the evolving world of project
management.
Ways of Working
Mastering diverse and creative ways (predictive, adaptive, design thinking) to
get any job done
Power Skills
The critical interpersonal skills required to apply influence, inspire change and
build relationships
Business Acumen
Effective decision -making and understanding of how projects align with the big
picture of broader organizational strategy and global trends 56
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## Strategic
## Alignment and
## Business
## Management
## Skills
Do you:
Know your organizations strategic plan ?
Understand how project goals matter to an organization's long -term
vision and mission ?
See a high -level overview of the organization?
Have a working knowledge of business functions?
Have pertinent product and industry expertise?
Can you:
Explain the essential business aspects of a project?
Work with SMEs and a sponsor to develop an appropriate project
delivery strategy?
Implement strategy to maximize the business value of project? 57
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ongoing
Note : rom PMIs Standard for Portfolio Management
## Strategic Management Elements and Frameworks
Some agile projects use a goal -setting
framework such as OKRs (Objectives
and Key Results) that describes the
organizations objectives and desired
key results. 58
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Conditions outside the
immediate control of the
team, and that influence,
constrain, or direct the
project, program, or
portfolio.
Refers to all the implicit input or
assets on processes used by
an organization in operating a
business. This may include, but
is not limited to, business plans,
processes, policies, protocols,
and knowledge.
## Organizational
## Influences
Enterprise Environmental Factors
(EEFs)
Internal and external to the
organization
Organizational Process Assets (OPAs)
Project policies, procedures and
templates
Historical project information
Influences
Internal and External
EEFs
(Click to show definition)
Internal
OPAs
(Click to show definition)
External Internal
Process,
Policies and
Procedures
Corporate
Knowledge
Base 59
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## Get to Know
## the External
## Business
## Environment
Use frameworks or prompts to understand external factors that can introduce risk,
uncertainty, or provide opportunities and affect the value and desired outcomes of a
project :
PESTLE: Political, economic, socio -cultural, technical, legal, environmental
TECOP: Technical, environmental, commercial, operational, political
VUCA: Volatility, uncertainty, complexity, ambiguity
In addition, review:
Comparative advantage analysis
easibility studies
SWO (strengths, weaknesses, opportunities and threats) analysis
Assumption analysis
Historical information analysis
Risk alignment with organizational strategy 60
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## Internal Business
## Environment Factors
Organizational changes can dramatically
impact scope
The project manager, project sponsor or
product owner need to be familiar with
business plans, reorganizations, process
changes and other internal activities
Internal business changes might cause:
>
Need for new deliverables
>
Reprioritization of value, including
removal of existing deliverables
60
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## OPAs and
## EEFs
Processes, policies and procedures
Examples
Organizational charts
Procurement rules
Hiring and onboarding procedures
Organizational knowledge bases
Examples
Engineering wikis
Libraries or archives
Lessons learned repositories
Internal
Examples
Resource capabilities
Organizational culture
IT software
Distribution of facilities
External
Examples
Marketplace conditions
Laws, regulations and standards
Operating conditions
Social and cultural influences
OPAs EEFs 62
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## Activity:
Identify OPAs and
EEFs
Project name: Shawpe Lifestyle Centre
List of EEFs and OPAs:
a. Economic demand for a new shopping area
b. Historical society (conservation) building regulations
c. Local neighborhood demand for a better town center
d. Archive of past large infrastructure projects
e. Approved vendor and contractors list
f. Tenant selection process
Which are EEFs? Which are OPAs? 63
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Define strategic alignment and business
acumen
Follow guidelines for effective business
decision -making
Explore organizational influences on projects
Explain how projects align with broader
organizational strategy and global trends
## Topics Covered 64
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# Project Benefits and Value
TOPIC C 65
>
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## Business Value
The net quantifiable benefit (tangible
and/or intangible) identified from a
business endeavor
Part of the objectives or description of
the project in the initiating agreements
Benefits realization is based on declared
business value
65
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## Examine
## Business
## Value Communicate with stakeholders, do the research and use expert
knowledge
Examine, evaluate and confirm to determine exactly what is or can be
of value!
Look especially at:
Shareholder value (publicly traded companies) or
business growth (private)
Customer value
Employee knowledge
Channel or business partner value 67
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## Types of
## Business
## Value
Financial
Gain
New
Customers
Social
Benefit
First to
Market
Improvement
Technological,
process, etc.
Regularization
Alignment or
compliance with
standards and
regulations 68
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## Needs
## Assessment
## Obtain Data for
## the Project
Note : From Business
Analysis for Practitioners: A
Practice Guide
Usually performed by a business analyst
Precedes the business case
Involves understanding of:
Business goals and objectives
Issues and opportunities
Recommends proposals to address:
What should be done
Constraints, assumptions, risks and dependencies
Success measures
Implementation approach 69
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## Business
## Documents
Are developed prior to project start (usually by a business analyst or
key project stakeholder)
Contain information about the projects objectives and contribution to
the business goals
Help the business to determine whether a project is worth the
required investment of time, money, and resources
Review the business documents periodically 70
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## Business
## Documents
## Business Case
## and Benefits
## Management
## Plan
Business case: justifies project and establishes boundaries
Cost -benefit analysis
Business need
Quality specifications
Schedule or cost constraints
Acceptance of the business case usually leads to creation of the project
charter.
Benefits management plan should include:
Processes for creating, maximizing and sustaining project benefits
Time frame for short - and long -term benefits realization
Benefits owner or accountable person
Metrics
Assumptions, constraints and risks
This is a business document, not part of the project management plan .71
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## Benefit
## Measurement
## Methods
Cost -benefit analysis : How businesses justify the selection
(authorization) of a project
Business - smaller is better
Estimate payback period Smallest number (duration) chosen
Assess opportunity cost What if we didnt undertake the project?
Financial - largest number (profit) chosen - bigger is better
Time value of money
Present value (PV)
Future value (FV)
Net present value (NPV)
Internal rate of return (IRR)
Return on investment (ROI)
You will not need to calculate any of these for the exam. 72
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## Project Selection Using Present Value (PV) and Net Present
## Value (NPV)
PV applies to projects that span several time periods when the value of money might change e.g., inflation
Factors to determine PV include:
Future value
Interest rate
Number of periods
Net present value (NPV):
Is used for capital budgeting
Accounts for inflation and macro -economic change (discount rate)
Compares the value of a currency unit today to the value of the same currency unit in the future
Year 0 1 2 3 4
Net Cash Flows -1200 +400 +800 +600 +1200
Factor 1 .91 .83 .75 .68
Net Present Value -1200 +364 +664 +450 +816 73
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## How OKRs
## Help Deliver
## Business
## Value
Start with organizational objectives
Decide key desired results
Refine further with objectives and key results (OKRs):
Objectives are goals and intents
Key results are time -bound and measurable milestones under these goals
and intents
OKR best practices:
Support each objective with between 3 -5 measurable key results
Aim for 70% success rate to encourage competitive goal -making. A 100%
success rate should be re -evaluated as not challenging enough
Write OKRs that are action -oriented and inspirational and include concrete,
measurable outcomes 74
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## Incremental
## Value Delivery
An incremental development approach can:
Enable value delivery sooner
Attain higher customer value and increased market share
Allow partial delivery (or previews) to customers
Enable early feedback, allowing for adjustments to the direction,
priorities and quality of the product 75
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3.2 Evaluate and deliver project benefits
and value
Investigate that benefits are identified
(3.2.1)
Evaluate delivery options to deliver value
(3.2.4)
2.1 Execute project with the urgency
required to deliver business value
Assess opportunities to deliver value
incrementally (2.1.1)
## ECO Coverage 76
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# DAILY PMP BOOTCAMP
# SURVEY
# Our goal is to provide the best possible Bootcamp
experience
for a live streaming webinar, with hundreds of participants.
For each Bootcamp session,
>
Let us know what you liked about the experience
your comments really matter.
Please include a thank you to the mentor(s) working off
camera.
>
If you have recommendations , share those too!
We sincerely value your opinion!
LOOK FOR THE SURVEY LINK IN THE CHAT Survey Scale
This Scale: 0 not at all likely - 10 extremely likely
This Scale: 0 not at all likely - 10 extremely likely 78
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PROJECT MANAGEMENT
OFFICE (PMO)
A management structure that standardizes the project -related governance
processes and facilitates the sharing of resources, methodologies, tools and
techniques. PMOs are more common in larger organizations because of the
number of projects that can be in process at the same time.
78 79
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TAILORING
Tailoring is the deliberate adaptation of the project management approach,
governance, and processes to make them more suitable for the given
environment and the work at hand.
79 80
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STRATEGIC PLAN
A high -level business document that explains an organizations vision and
mission plus the approach that will be adopted to achieve this mission and vision,
including the specific goals and objectives to be achieved during the period
covered by the document.
80 81
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BENEFITS MANAGEMENT PLAN
The documented explanation defining the processes for creating, maximizing,
and sustaining the benefits provided by a project or program. It also describes
how and when the benefits of a project will be derived and measured. Both the
business case and the benefits management plan are developed with the benefits
owner prior to the project being initiated. Additionally, both documents are
referenced after the project has been completed. Therefore, they are considered
business documents rather than project documents or components of the project
management plan.
> 81
82
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COST -BENEFIT ANALYSIS
Is one method of measuring or evaluating a projects benefit and value.
82 83
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OPPORTUNITY COST
A concept applied to quantify the missed opportunity when deciding to use a
resource (e.g. investment dollars) for one purpose versus another. Alternately
opportunity cost is the loss of potential future return from the second -best
unselected project. In other words, it is the opportunity (potential return) that will
not be realized when one project is selected over another.
83 84
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INTERNAL RATE OF RETURN (IRR)
The interest rate that makes the net present value of all cash flow equal to zero.
This rate is a function of the cost of capital for project implementation.
84 85
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RETURN ON INVESTMENT (ROI)
A financial metric of profitability that measures the gain or loss from an
investment relative to the amount of money invested.
85