PMP Exam Preparation Course PMBOK GUIDE Sixth Edition All Rights Reserved ATEM GROUP

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The Guide and the Standard By Project Manager s, For Project Manager s Captures the evolution of the profession since Fifth Edition (2013) Contains the Standard For Project Management ANSI/PMI

2 The Guide and the Standard By Project Manager s, For Project Manager s Captures the evolution of the profession since Fifth Edition (2013) Contains the Standard For Project Management ANSI/PMI References other standards The Standard for Portfolio Management The Standard for Program Management Implementing Organizational Project Management A Practice Guide 2018 All Rights Reserved 2

3 The Guide and the Standard By Project Manager s, For Project Manager s Tailoring Trends and emerging practices The PM Talent Triangle Role of the PM Implementation approaches in Agile Environments Lexicon of Project Management Terms Definitions-470 Acronyms All Rights Reserved 3

What PMI has to say PMBOK Guide Sixth Edition What's New https://www.youtube.com/watch?

5 The Evolution of the Standard st Edition nd Edition rd Edition th Edition th Edition th Edition 176 Pages 9 Knowledge Areas 37 Processes 211 Pages 9 Knowledge Areas 39 Processes 390 Pages 9 Knowledge Areas 44 Processes 592 ITTOs 467 Pages 9 Knowledge Areas 42 Processes 517 ITTOs 589 Pages 10 Knowledge Areas 47 Processes 611 ITTOs 765 Pages 10 Knowledge Areas 49 Processes 665 ITTOs

6 5 th Edition vs. 6 th Edition Process Groups No changes to process group name Process Estimate Activity Resources process is still in the planning process group but moved from Project Schedule Management to Project Resource Management Process Close Procurement process was removed and the ITTOs have been divided to Control Procurements and Close Project or Phase process applicably Knowledge Areas Two Knowledge Area names changed: Project Time Management Project Schedule Management Project Human Resource Management Project Resource Management 2018 All Rights Reserved 6

7 5 th Edition vs. 6 th Edition Processes The 6 th Edition includes three new processes: Manage Project Knowledge Implement Risk Responses Control Resources Processes name change: 5 th Edition Process Name 6 th Edition Process Name Perform Quality Assurance Manage Quality Plan Human Resource Management Acquire Project Team Develop Project Team Manage Project Team Control Communications Control Risks Plan Stakeholder Management Control Stakeholder Engagement Plan Resource Management Acquire Resources Develop Team Manage Team Monitor Communications Monitor Risks Plan Stakeholder Engagement Monitor Stakeholder Engagement 2018 All Rights Reserved 7

8 5 th Edition vs. 6 th Edition - ITTO Knowledge Area PMBOK 5 th Edition PMBOK 6 th Edition Input T&T Output Input T&T Output Integration Scope Schedule Cost Quality Resource Communication Risk Procurement Stakeholder Total Please note: In the 6 th edition, instead of listing Project Management Plan and Project Documents components individually, they are inclusive. Additionally, some of the tools and techniques are grouped by the following: Data Gathering Data Analysis Decision Making Communication Interpersonal and Team Skills Communication Skills 2018 All Rights Reserved 8

9 5 th Edition vs. 6 th Edition - Summary Process Groups - No changes Knowledge Areas Two Knowledge Area names changed Processes The 5 th edition had a total of 47 process whereas the 6 th edition has a total of 49 processes. Three processes were added and one deleted. New Information Key Concepts provides pertinent information for each knowledge area Trends and Emerging Practices provides information on good practice for projects evolving in the industry Tailoring Considerations provides information on the importance of tailoring all aspects of the project (ITTOs) to meet the needs of the organization and other variables Considerations for Agile/Adaptive Environments Identifies areas where the Agile method may be applied to projects PMBOK the 5 th edition and 6 th edition has a total of 589 pages and 756 pages respectively 2018 All Rights Reserved 9

10 The Exams On March 26, 2018 The Project Management Professional (PMP) exam was updated to correspond with the PMBOK Guide- Sixth Edition Agile Certified Practitioner (PMI-ACP) exams was the Agile Practice Guide On May 21, 2018 The Certified Associate in Project Management (CAPM) was updated with recommendation to review the PMBOK Guide- Sixth Edition 2018 All Rights Reserved 10

12 The Role Of The Project Manager 1. Assigned by performing organization to lead the team 2. Clearly visible throughout the project 3. Responsible for their teams work product 2018 All Rights Reserved 12

14 Leadership and Management Comparison Leadership Guide Develop others Innovate Build Relationships Management Directive Maintain Administrate Focuses on Structure Build Trust Relies on Control Focuses on Long Range Vision Focuses on Near Term Goal Asks What, and Why Ask How and When Focuses on Horizon Focuses on the Bottom Line Challenges Status Qou Does the Right Things Focuses on the Vision Accepts Status Qou Does Things Right Focuses on Operations & Solving Problems 2018 All Rights Reserved 14

15 Speak the language Technical Project Management Technical aspects of project, program, and portfolio role Leadership Ability to motivate, guide, and direct Strategic and Business Management Knowledge or expertise in the industry and organization The PMI Talent Triangle 2018 All Rights Reserved 15

Leadership Skills The ability to guide, motivate and direct the team Resilience Negotiation

19 Leadership Styles 1. Laissez-faire- Hands off, team members make their own decision 2. Transactional- Management by exception, feedback focused 3. Servant- leadership is secondary emerges after service 4. Transformational- encouragement for innovation and creativity 5. Charismatic- able to inspire, high energy, enthusiastic, self-confident 6. Interactional- combination Transactional, Transformational, and Charismatic 2018 All Rights Reserved 19

20 Quality & Skills of a Leader Visionary Optimistic and Positive Collaborative Conflict Management Communicating Respectful Honest Kind Trustworthy Loyal Culturally Sensitive Life Long Learner 2018 All Rights Reserved 20

23 Organizational Structures PMO Hybrid Project Oriented Matrix Virtual Functional Organic or Simple Agility

24 Life Cycles Four types of project and development life cycles 1. Predictive- traditional, planning done upfront, single pass execution; sequential 2. Iterative-feedback for unfinished work allows for improvement 3. Incremental- provides finished deliverables that can be used immediately 4. Agile- both iterative and incremental to refine work and deliver frequently 2018 All Rights Reserved 24

26 The data cont. Does the number of Program Management Professionals align with role career progression data? Program Management (PgMP) Certified Professionals Total PMP Members in the Batl-Wash Region # of PGMP BC SSC SM MOCO WDC Total 2018 All Rights Reserved 26

Let s Go- Closing Role (Sponsor, PM, Team Member) What was the moment?

33 In-Scope and Out-of-Scope Items In-Scope Implementing agile approaches at a project or team level Coverage of most popular agile approaches, as listed in industry surveys Out-of-Scope Implementing agile throughout the organization or creating agile programs Coverage of niche approaches, company-specific methods, or incomplete life-cycle techniques Suitability factors to consider when choosing an agile approach and/or practice Mapping agile to PMBOK Guide processes and Knowledge Areas Discussion on the use of agile beyond software development Guidance, techniques and approaches to consider when implementing agile in projects or organizations Definitions of generally accepted terms Recommending or endorsing a particular approach/practice Change or modification of PMBOK Guide processes and/or knowledge areas Removal of software industry influence on agile approaches Prescriptive step-by-step instructions on how to implement agile in projects or organizations New terms and/or definitions Page 4

34 An Introduction To AGILE Definable Work Vs. High-Uncertainty Work Definable work-procedures that have been success High-Uncertainty Work- high rate of change complexity, risk Agile approaches were created to explore feasibility in short cycles and quickly adapt based on evaluation and feedback Page 7

35 Agile Manifesto and Mindset Page 8

Twelve Clarifying Principles 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2.

36 Twelve Clarifying Principles 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in the developments. Agile processes harness change for the customer s 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. Business people 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. 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 is essential 11. The best architectures, requirements, and designs emerge from selforganizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Page 9

37 Agile Manifesto Values, Principles and Practices Agile Mindset 4 Values 12 Principles Practices Page 10

38 The Agile Blanket Crystal XP Scrumban AUP FDD DSDM Scrum Agile Kanban Lean Agile is a Blanket Term For Many Approaches Page 11

39 The Data The Baltimore Washington Metro area has one of the highest concentrations of PMI Members in the world- 18,395 as of May 2018! Agile Certified Professionals (ACP) by Chapter Total Members in the Balt-Wash Region # of ACP BC SSC SM MOCO WDC Total 2018 All Rights Reserved 39

40 The History of Agile

41 Lean and the Kanban Method The Kanban Method which implements the start-where-you-are approach is a descendant of lean thinking Lean thinking focuses on the following principles: 1. Delivering Value 2. Respect for people 3. Minimizing Waste 4. Adapting to change 5. Continuously Improving The objective is always the best outcome regardless of the approach used Page 12

42 Iterative and Incremental Approaches Explore Requirements Iteratively and Deliver Incrementally Reduce Waste & Rework through feedback 1. Very short feedback loops 2. Frequent Adaptation of processes 3. Reprioritization 4. Regularly updated plans 5. Frequent Delivery Page 15

44 Life Cycle Selection Four types of life cycles 1. Predictive- traditional, planning done upfront, single pass execution; sequential 2. Iterative-feedback for unfinished work allows for improvement 3. Incremental- provides finished deliverables that can be used immediately 4. Agile- both iterative and incremental to refine work and deliver frequently Page 17

45 Characteristics of Project Life Cycles Characteristics Approach Requirements Activities Delivery Goal Predictive Fixed Once Single Managed Cost Iterative Dynamic Repeat Single Incremental Dynamic Once per Increment Agile Dynamic Repeat Frequent Small Frequent Small Correctness of Solution Speed Customer Value through feedback Page 8

46 Predictive Life Cycle Predictive life cycles, which are executed in a serial manner are used to take advantage of high certainty around firm requirements, a stable team, and low risk. Analyze Design Build Test Deliver Page 20

47 Iterative Life Cycle Iterative life cycles improve the product or result through successive prototypes or proofs of concept. Project benefit from iterative life cycles when complexity is high, the project occurs frequent changes, or when the project scope is subject to differing stakeholders views of the desired final product Analyze Analyze Design Build Test Deliver Page 21

48 Hybrid Life Cycles A combination of predictive, iterative, incremental, and/or agile approaches is a Hybrid approach. Agile Followed by Predictive Agile Agile Agile Predictive Predictive Predictive Combined- Agile & Predictive Agile Predictive Agile Predictive Agile Predictive Page 26

49 Factors that Influence Tailoring Factoring Tailoring Options Demand: steady or sporadic Rate of process improvement Flow of work is often interrupted Poor Quality Multiple teams Inexperienced with Agile approaches Time box or flow-based w/ cadence Retrospect frequently on selected improvements Kanban boards Test-driven development Scaling frameworks Formal training Page 32

51 The AGILE MINDSET Revisited Develop and Implementation Strategy Guiding Questions 1. How can the project team act in an agile manner 2. What can the team deliver quickly and obtain feedback to benefit the next delivery cycle 3. How to be transparent 4. What work can be avoided in order to focus on high-priority items 5. How can a servant-leader approach benefit the achievement of the team goals Page 33

52 The SERVANT LEADER Agile Approaches emphasize servant leadership as a way to empower teams The Role of the Servant Leader- Practice and Radiate Agile 1. Purpose- why are we doing this project 2. People- create a safe environment for team success 3. Process- focus on results not process Page 33

53 The SERVANT LEADER Characteristics of Servant Leadership Required to promote the team s success 1. Promoting self-awareness; 2. Listening; 3. Serving those on the team; 4. Helping people grow; 5. Coaching ; 6. Respect, trust; 7. Promoting the energy and intelligence of others Page 34

54 The SERVANT LEADER Responsibilities of Servant Leadership Manage stakeholder relationship Coordinate with other teams across the enterprise Remove Organizational Barriers & Perceive Impediments Streamline organizational processes Translate Agile Deliverables into Requirement Traceability Matrix Educate Stakeholders Mentor Assist Technical Management with Quantitative Risk Analysis Servant Leaders understand Agile and assist in fulfilling the team s needs Page 34

55 The ROLE OF THE PROJECT MANAGER IN AGILE Servant Leaders understand Agile and assist in fulfilling the team s needs Page 37

56 The ROLE OF THE PROJECT MANAGER IN AGILE Servant Leaders understand Agile and assist in fulfilling the team s needs Page 38

57 Agile Team Roles In Agile, the following roles are typically used: Cross-functional team member Developer, Testers, etc Product Owner Works with stakeholders, customers, etc Team Facilitator Scrum Master, Project Manager, etc Page 41

59 Attributes of Successful Agile Teams Attributes Goal Dedicated resources Cross-function team members Colocation Mixed teams Stability Increased focus & productivity Integrate all the work activities to deliver finished work Better communication Provide flexibility of who does what Depend on each other to deliver Page 40

60 Agile Pain Points Discussion Pain Points 1.Unclear purpose or mission for the team 2.Unclear Requirements Fixes 3.Defects 4.Too much product complexity 5.Impossible stakeholder demands Page 58

61 Measure Agile Progress Page 62

62 Measure Agile Progress Page 63

63 Kanban Board Page 65

Business Process & Agile People Brings the right people together Synergy Delivering Technology Real & Responsive Relevant Process Provides common understanding of the current and future states of

65 Business Process & Agile People Brings the right people together Synergy Delivering Technology Real & Responsive Relevant Process Provides common understanding of the current and future states of the business BPR is about bringing the right people together to create business processes that achieve corporate strategy, and enable technology delivery -Marcus S. Parker 2018 All Rights Reserved 65

67 Organization Culture Page 75

70 SCRUM Page 101

71 EXTREME PROGRAMMING XP Practice Area Primary Secondary Organizational Sit together Real customer involvement Technical Planning Integration Pair Programming Test First Incremental Design User Stories Weekly Cycle Quarterly Cycle Slack 10 minute build Continuous Integration Test-First Shared code/collective ownership Documentation from code & tests Refactoring Root cause analysis Shrinking teams Pay per use Negotiated scope contract/ Daily Standups Single code base Incremental deployment Daily deployment Page 102

72 KANBAN Defining Principles Start with current state Agree to pursue incremental, evolutionary change Respect the current process, roles, responsibilities, and titles Encourage acts of leadership at alllevels Core Properties Visualize the workflow Limit work in progress Manage flow Make process policies explicit Implement feedback loops Improve collaboratively In the Kanban Method, it is more important to complete work than it is to start new work Page 103

CRYSTAL Core Values Common Properties People Interaction Community Skills Talents Communications Frequent delivery Reflective improvement Close or Osmotic communication Personal Safety Focus Easy

73 CRYSTAL Core Values Common Properties People Interaction Community Skills Talents Communications Frequent delivery Reflective improvement Close or Osmotic communication Personal Safety Focus Easy access to expert users Technical environment with automated tests, configuration management, and frequent integration The more these properties are in a project, the more likely it is to succeed Page 106

SCRUMBAN Scrumban is an agile approach designed to

visualize and monitor the work. www.agilealliance.

74 SCRUMBAN Scrumban is an agile approach designed to transition from Scrum to Kanban. In Scrumban, the work is organized into small sprints and leverages the use of Kanban boards to visualize and monitor the work. There are no predefined roles in Scrumban Page 108

FEATURE DRIVEN DEVELOPMENT (FDD) Feature-Driven Development was developed to meet the specific needs of a large software development project. There are six primary roles on a FDD project: 1.

75 FEATURE DRIVEN DEVELOPMENT (FDD) Feature-Driven Development was developed to meet the specific needs of a large software development project. There are six primary roles on a FDD project: 1. Project Manager 2. Chief Architect 3. Development Manager 4. Chief Programmer 5. Class Owner 6. Domain Expert Develop High-Level Model Develop Features List Plan by Feature Design by Feature Build by Feature Revise Model Page 109

76 DYNAMIC SYSTEMS DEVELOPMENT (DSDM) DSDM is an agile project delivery framework best known for its emphasis on constraintdriven delivery. The framework sets cost, quality, and time at the outset and then uses formalized prioritization of scope to meet the constraints. The eight principles that guide the use of the DSDM framework are: 1. Focus on the business need 2. Deliver on time 3. Collaborate 4. Never compromise quailty 5. Build incrementally from firm foundations 6. Develop iteratively 7. Communicate continuously and clearly 8. Demonstrate control (use appropriate techniques) Page 110

77 AGILE UNIFIED PROCESS (AgileUP) The Agile Unified Process is an offshoot of the Unified Process for software projects which performs iterative cycles across seven key disciplines and incorporates the associated feedback before formal delivery. The disciplines and guiding principles are as follows: Disciplines within a release Model Implementation Test Deployment Configuration Management Project Management Environment Principles guiding the disciplines The team knows what it s doing Simplicity Agility Focus on high-level activities Tool independence Tailoring to fit Situationally specific Page 111

78 SCALED AGILE FRAMEWORKS (SAFe) The Scaled Agile Framework (SAFe) focuses on detailing practices, roles, and activities at the portfolio, program, and team levels with the emphasis on providing continuous value to the customer. SAFe is focused on the following nine principles: 1. Take an economic view 2. Apply systems thinking 3. Assume variability; preserve options 4. Build incrementally with fast integrated learning cycles 5. Base milestones on objectives evaluation of working systems 6. Visualize and limit work in progress, reduce batch sizes, and, manage queue lengths 7. Apply cadence; synchronize with cross-domain planning 8. Unlock the intrinsic motivation of knowledge workers 9. Decentralize decision making Page 112