These notes will be shared daily at the end of our class.
* Files to be shared daily:
- Session Notes - list of notes for all class sessions
- Dashboard - progress, status for class
* Files first shared at end Through Zoom (transfer tool)
* AFTER Class session over, Files then copied to lms.simplilearn.com,
"live classes" for the date of the class.
Code of Ethics
https://www.pmi.org/-/media/pmi/documents/public/pdf/ethics/pmi-code-of-ethics.pdf
Exam Content Outline
https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/pmp-
examination-content-outline.pdf?v=149cfab8-bd04-4b7b-bacf-c4b1c5e2d164
====================================================
Team Charter
Objectives: This is what we aim to attain through this class and its
results -
* Obtain our PMP
* Get through this entire content
* Obtain our Simplilearn certificate so we can apply for the exam
* Establish a solid preparation plan.
* Learn something that helps us continue to move forward in our careers
Ground Rules
Values
* Responsibility - take ownership for decisions we make, actions we take,
and consequences as these outcomes.
* Respect - Show a high regard for *OURSELVES* others, and what's entrusted
to us.
* Fairness - Make decisions and act impartially and objectively.
I don't want my opinion to be right, I want to hear ALL opinions
and work with you to find the best one.
* Honesty - Understand the truth. Act and speak in a truthful manner.
We find out what's right and we speak of it and do it.
**** We leave no one behind. Everyone crosses the finish line together.
* Communications: We take statements and comments in chat as opinions and
perceptions, not facts or truths. Even facts, without analysis, are not truth.
We use debate to negotiate and come to agreement.
Opinions and perceptions may be wrong; PEOPLE are not wrong.
We embrace the truth. Being right doesn't get us closer to the truth; being
wrong Does get us closer to the truth.
"Greater clarification and transparency, less confusion."
(Precision in our definitions)
* Responsibility - we own our personal growth. This class requires not only
acquisition of knowledge, but changes in perception and habit.
This includes a sense that we will be confused and frustrated. We accept
that this is just part of the process, and evidence we are doing this right.
"All Growth is on the other side of Resistance" - Ryan Holiday
'If you're frustrated, you're on the right path' - Tim
60% of your learning will be received through observing how Tim leads, manages,
and organizes the class. This class is intended to not be a lecture, but an
immersive experience.
Relax, take a breath, and think a little slower, and
you'll see the patterns emerge.
*****************************************************
Tour -
lms.simplilearn.com -
our home base.
* Self-learning: a pre-recorded version of this class.
the voice reads the slides, you are given quiz and practice questions.
This material may not be in the same sequence as the material in live
classes,
but it does cover the same content.
* Live Class: your access to our zoom sessions.
- documents your participation
- it provides links to streamed recordings of these.
* BE AWARE: it can take up to 24-48 hours for these data to
be updated. If it doesn't happen by then, contact support.
* Assessments
- practice exams: 180 Qs, these are timed. However, you can go in and
out of each exam and it'll allow you to pick up later
* you can take each of these 3 times.
* Certificate: what YOU need to complete to receive your Simplilearn
certificate
if you have unique requirements for certificate, contact support and
they'll
point you to needed resources.
'What is a project?'
'Why do I need to score on a practice exam?'
We can discuss this offline or after class.
pmi.org
The non-profit org that hosts
* the PMP credential
* the PMP exam
* Prep material for this class
* this is where you'll go to apply... <= the most important right
now
1) You'll need a free account (to share personal information)
2) you may want the benefits of a paid membership
(I'll talk about this tomorrow or weds)
https://www.pmi.org/certifications/project-management-pmp
https://www.pmi.org,
- profile
- my courses
- the "home base" for PMI's training content for this class.
- you may have paid for this material, or may have not.
DO NOT worry - even if you don't pay for this, you can still
sit for the exam and pass relatively easily.
* handbooks
* extra exams
* lots of videos
* copies of our class ppts
1) if you DID pay for this access
Simplilearn sent you a key.
2) Use the instructions in the Simplilearn email to activate your
training content.
====================================================
How to Apply
When should I start the application? Now.
You'll take about 2 weeks to fill it out,
and then when you receive your Simplilearn certificate,
you can send the application in.
Applying for the exam:
What is 'experience in project management'
- how do I document
- what does this experience consist of?
- did I 'do' projects?
What does the application process look like?
Documenting the application
- personal information
- professional information
- education
- PM experience
What is experience?
- It's not a title in a company
- It's not an assignment
* It's the work you did leading and directing.
(tasks you performed, leading and managing)
PMI requires that qualified PMP candidates:
* Perform their duties under general supervision and are responsible
for all aspects of the project for the life of the project
* Lead and direct cross-functional teams to deliver projects within
the constraints of schedule, budget and resources
* Demonstrate sufficient knowledge and experience to appropriately
apply a methodology to projects that have reasonably well-defined
project requirements and deliverables.
Project descriptions should consist of the following:
* A brief, one-sentence project objective
* Project deliverables summarized by process areas
(Initiating, Planning, Executing, Monitoring and Controlling, and Closing -
abbreviations are acceptable IN, PL, EX, MC & CL)
Initiating gaining project approval
Planning developing an appropriate plan
executing team performs work, PM leads team and
manages work
Monitoring &
Controlling data is collected, analyzed, changes
performed
Closing deliverable transitioned, files archived.
* A brief, one-sentence project outcome
Project descriptions should be a high level summary of the tasks
you led and directed on the project (e.g. Initiating: develop project
charter etc.; Planning: Scope definition etc.; and so on).
Project management experience is required in each of the process areas
when all projects are totaled, but not on each project.
Project descriptions must be provided for all projects submitted on
application.
Tim suggests:
Document your open projects now (they count)
and then document backwards in time until you have enough months.
How do I describe the work *I* Did?
Use the exam content outline
a) what work of mine was a project?
b) what tasks did I perform?
Don't know how to describe the work you did? Use the exam content outline
tasks to start as a template.
"I'm not a PM!!!"
That's all right.
PMI's not interested in your job title, or your assignment to the project.
They're looking for the work you did, leading and managing the project.
Each project will require a reference.
That reference will only be needed under audit.
3-5% of ALL OF US will be audited. It's random, almost never generated
due to quality of application.
Have ready (you don't have to send in at first)
* university transcript (degree) - informal
* Simplilearn certificate
* references
Reference: someone in higher authority, willing to speak for you if
needed (validation of project experience)
- manager, director, executive on project, even client.
- NOT team member, another PM.
Each project requires 1 reference, 1 reference can be such for
> 1 project.
Tim - I can't find my reference (the company closed)...
Contact PMI - they've been solving this problem forever.
Does PMO Head count as reference?
Are they of higher rank? Yes.
If my application is approved, so it means it did not need audit -
is my understanding correct ?
Once PMI asks for money, you are accepted.
IN order to apply, you need:
If you still feel lack of confidence, download your completed application
and contact support. They'll have you send it to an email, and it'll
get to Learner success. Someone will review and recommend.
The exam doesn't test your ability to memorize.
It tests your ability to think, act, decide and behave.
The exam is about The exam content outline
The tasks you perform as a PM
"What do you do now? What's the best option?
What is it you need to be thinking?"
Sometimes all the options will be good.
Sometimes all the options will be poor.
I was trained by PMI to write these type of questions.
I'll give you lots and lots of practice.
The exam is on the PMP Tasks (ECO)
The training material aligns with the ECO
Later on when we get to a practice question:
1) you might get it wrong
2) look up the ECO task that aligns
3) Map that task to our training content
slides
recording
notes
ask questions.
The exam content outline documents the tasks you will be tested on.
I've mapped the tasks to the topics we'll study
As the exam is truly random,
Each task will show up about 4-5 times on every exam.
you have 1.3 minutes to complete all questions.
You'll be in a constant state of urgency through the exam.
Don't worry. Just practice.
Random exam:
Your exam will be built when you sit down to test.
It won't change; those will be your exam questions.
multiple choice: 1 correct answer
2-correct answers (3) - more than 4 options
If you're scoring 80-85% correct, you have enough knowledge to pass.
You also have to pay attention:
- focus
- confidence
- time management
PMI Doesn't tell us the passing grade.
They will evaluate the test immediately and say:
- less than capable : business
- capable: process
- more than capable: leadership
and you pass
If you want to improve your score, improve during practice,
not after exam.
* Track the questions you got wrong
* align them to the tasks in the exam content outline
* look up the details in the training material
* continue to practice.
* if you don't observe changes in score every 3-4 days,
you need to review your preparation method
How to prepare (part of it).
====================================================
5:11 AM 5/24/2025
Lesson 1
Business Environment (sl 01)
Foundation (sl. 03)
This first section is like a picture puzzle.
First thing
* open box
* dump pieces out
* sort them
white over here,
blue over there,
corners and sides back in the box
That's what we're doing in lesson one.
WE know how much total time we have,
but we don't know how much time each section
will take
I'll manage this class as an Agile project.
* Project
Unique: requires its own plan
Creates a deliverable
Product a 'thing' or "noun"
Service an 'action' or "verb"
result an "outcome"
Specific start - the project is approved
Specific end - the final deliverable is handed over
Provides a change
Provides value
Operations: ongoing, repeats
Maintenance
Printing monthly paychecks
(if you upgrade a tool,
or change the printing process -
- PROJECT -)
Ex: Director: 'Go down to the factory floor; one of the tools needs
some extra work. Whenever it's moved, a switch is turned, and it
turns on. It could hurt someone; we need this fixed quickly.'
1: deliverable a solution applied that fixes the problem
2: Value: 'we can't have anyone get hurt'
* Evolution of PM
* PM Life Cycles and Development Approaches
Project life cycle: the life a project goes through
from its approval to when it transitions the final deliverable
Development approach: "Method" <- 'a way we develop the project,
"do the work"'
Traditional
Adaptive
---------------
Both life cycles
and methods
Traditional: Predictive - I can 'predict' the outcome to
a high probability of success.
* We've done this work before.
We can build and rely on a fairly accurate plan.
'The plan leads to project success.'
Build a restaurant
Build a Data Center
-------------------
Data collection and analysis (apps, data)
Server and network design
Power
Heat management
Facility design
Data and facility security
Adaptive: 'self-organizing'
* WE've NEVER done this work before.
We have to approach the work as a special type of group
and work through the unknown parts in a special way
'The relationships lead to project success.'
Business owner:
* We have our next product we need to design and launch:
* We'll start with a basic smartphone, it'll only send
texts and make calls
* We'll add memory (when it comes out)
* We'll add a better camera
* a final release we'll add lots of apps
* Project Management Office (PMO)
2 purposes
* Standardize Project Management
Takes advantage of a standard method
that we can tailor (so we can reuse our approach)
* Centralizes Project Management Information (knowledge base)
Creates a shared knowledge base we can access
3 levels of authority ('rank')
- Supportive: 'gives advice' Corporate PMOs,
Administrative PMOs
They are there to give support but no decisions.
- Controlling: 'Makes decisions' Healthcare, finance
centralizes certain decision-making
Healthcare: HIPPA
Construction: OSHA
Finance: Sarbannes-Oxley
- Directive: 'Runs PM as a business' consulting
services
ongoing authority, directives, and leadership
* Organizational Project Management
- strategic framework
- coordinates project, program, portfolio and operations management
- enables organizations to deliver on strategy
* ties the strengths of projects, programs, portfolios together
* in order to focus them on strategy and vision
OPM <-> PMO?
PMO: an organizational structure that centralizes, standardizes
PM
OPM: a STRATEGIC Framework, shows us how to apply projects and other
work to increase the value and success of the organization
* Projects, Programs, Portfolios
Program:
a group of projects, run in a certain way
to obtain extra benefits not available
by running them separately.
* program activities
* extra benefits
I have 5 projects
each project requires 2 trucks
If I run them separately, I rent 10 trucks
If I run these projects as a group, I
may be able to rent fewer (6-7).
(that's the extra benefit)
Portfolio:
a group of programs, sub-programs, projects,
and OPERATIONS -
Run in a certain way in order to gain strategic
benefits.
* OPERATIONS
* Strategic Objectives
"Launch a new service for our advanced laptops"
Opening a new market (revenue channel) for
about 17 corporations...
Sub-portfolios: Launch serv ice in NA, SA, EU, CH, IJJK, etc....
Programs: "Create marketing content in 7 languages"
Project: 'Create the primary brochure in german
for a store opening in Germany (march).
Programs are merely grouping projects
Portfolios are RUNNING ALL THIS WORK AS A BUSINESS
moving money around.
moving resources around.
Speeding work here, slowing work there.
In order to meet the objectives of the organization.
Operations:
- finance
- legal
- purchasing
- human resources
- ...
* Organizational Structures
"The very structure of the organization can define
the methodology, framework, critical nature of projects
as well as the very authority of projects and PMs."
* Relative Authority in Org Structures
- Functional organization:
projects are less important than the function
(the pm may not have a lot of authority, or may
even be just temporary)
- finance
- legal
- purchasing
- human resources
- Project Oriented organizations use projects to generate
revenue DIRECTLY.
Consulting, services.
In a consulting group, the PM generates the money for everyone's
salary. They demand almost total authority.
Information Technology (IT)
They look like a functional (support) organization
They manage delivery as a series of projects
MATRIX (combination: functional, project-oriented)
Strong-matrix: they are more focused onprojects,
than the support role they play.
* Interactive/Activity
* PM Principles
(P. 99, 7e PMBOK)
6e: The general PM Framework *** plus ***
Predictive methodology
Tools, techniques, processes
7e: The general PM Framework
***NOW***
Principles
Domains (results, targets, outcomes)
Process Predictive methodology
Group PG
Principles: ideas, notions and opinions that drive
our behavior.
* PM Domains
Domains: Areas of focus
- we apply our principles
We stop on lesson 1, sl. 15.
- What do I need to do for this class right now?
------------------------------------------------
* Start a journal, write down the topics that confuse you.
* Download, organize content you have access to. Review it
for future reference.
* Start the self-learning content now. See if you can stay
ahead of the slides we cover in class. Again, capture the
topics and concepts you don't understand.
* We'll get into out-of-class assignments and practice
questions soon enough; for now, get in a routine of
regularly attending and reviewing class.
====================================================
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10:13 AM 6/17/2024
I have lots of open questions. If I don't answer them post-session,
I'll start answering them outside of class and leave the answers in the notes.
I can even carry some questions into the forum (you can too if you need to)
Future Standup Topics
- What about the PMBOK? Which version?
Are there other guides I need?
- How do I get the PMBOK for Free?
- How to Read
- How to Learn
- How to Prepare
- What is a practice question, and how do (let's discuss 4/21)
I use it?
- Where can I find lots of practice questions?
- What PMI materials do I have to prepare? (after the classes are over)
- PM Careers for the next 30-40 years.
- What does recertification look like?
Questions unanswered
Questions requiring review
Answered Questions
