PMPReview Introduction

Today I scheduled to take the exam on April 28. That's a big day for me since I started this adventure (take the exam) almost 2 years ago. I'm commited or need to be. I am reviewing again and starting up the review process is probably the most challenging and so, here I am.

This is what I have so far: We started up the Virtual Study Group which is a start but need to do much more. Met today with two other folks (Teri and Max) at the Twin Hickory Library - GREAT! We were alittle unsteady at what approach to take and so, #1 - I committed to the test and signed up while there and #2 - we came up with a process - using my previous study groups PPT presentation for review and utilizing MeasureUP Q&A. We used every bit of the 2 hours we had planned and it was enough to motivate me - because now I know I gottta git-r-done! BTW - I signed up for the Va. Central Chapter - PMI meeting for 1/17. Go on and get involved - why not!

Back to the topic of PMP Review - Today a question came up about plotting the milestones in your PM plan - do you know when/where that get's plugged into the plan? It is an OUTPUT of Activity Definition of the Planning process (Pag 49 - Chapter 3).

I finally got something figured out - when I first ventured into this PMBOK thing, I kind of did not get it. Now I am so getting it which is exciting to me. I still can't answer the practice questions but it has more to do with reading comprehension and trick questions than it does with the subject matter.

Chapter ONE in PMBOK is all about the Project Framework. Do you really understand what that means? You never heard of this PMBOK thing much less the exam and PMP certification but it sounded good. O.K. Remember this, ISO stands for the International Organization of Standards. They are the ones that came up with this set of guidelines, standards and practices to structure Project Management Work. All our projects were failing and we were spending/wasting money to failing projects! How many examples do you want? The biggest one I recall is relative to IRS/DSS and the Unisys project (I'm dating myself) but in the end, much, much money was spent on something that technologically could not and did not work. That one was in the newspapers. Best Products - remember them? They did the same thing - spent money and hours and hours on a project - it was suppose to be the project that was to raise them to new heights - and they ended up canning the project after a year or more then closing their doors. That project probably did that company in. PMBOK says that sutdies conducted by the Standish Group in 2004 show that only 34 percent of projects are successful. So, there are compelling reasons to have a PMBOK. Now we have progressed to PMBOK Third Edition (lucky for us) which greatly standardized and structured the Project Management standards and the testing. Chapter one: Purpose of PMBOK and related definition of a Project (3 characteristics - Temporary, Unique, progressive Elaboration). What is the difference between Project and Operational (though some areas overlap, the key is in it's uniqueness and repetiveness). Know the project and strategic planning: What are the causation of projects (Market demand, organizational need, customer request, technological advance, legal requirement). Know your areas of expertise (PMBOK Knowledge, Application area knowledge (standards, regulations), Project environment, INTERPERSONAL SKILLS. I capitalized that one because frankly, that's most important and probably my challenge (YES, it is!! I ran out of patience two teenagers ago). PM Context - I'm not sure - read Chapt 1, it's short and simple. Yet it lays out the foundation.

Project Life Cycle: Project Stakeholders, Organizational influences, again read Chapter 1 pages 1 - 18. Of most interest is how it defines the differences between PMOs, portfolios, programs, projects. This is important because of the one liners - A PMO does not evaluate PMs but does mentor. This chapter lays out the Project Management framework with the 9 Knowledge areas - with I/Os (which I think is a bit pre-mature but it is PMBOK).

Chapter 2 - Project Life Cycle and Organization - how does this fit in? Again those one liners - Schedule compression technique (they just threw this in early on - Fast tracking); Cost and staffing - When are the Stakeholders influence LOW and the cost of changes HIGH? This is a question you will probably see: This is probably towards the end of the project!!! Speaking of project phases - phase exits, kill points and phase gates all mean the same thing - If a project is divided up in phases, normally, the next phase doesn't begin until evaluation, deliverables for each phase has been completed. PMBOK. Know your Organizational structures - Why? Well, do you want to work in a functional organization? Do you want to work in a projectized organization? Your projects might be fantastic but what happens at the completion of the project (in a projectized organization)? My personality fits better in a projectized organization but frankly, we work in corporations that typically are Matrix oriented. What does Matrix Organization really mean? To me, I need to plan out my project according to available resources.

Now this is where I left off tonight and that is on Chapter 3. This is where I found out that the Activity list and Milestones are identified which both are outputs of Activity definition! I bet you didn't know that. This chapter is where you get to look at the PLAN DO CHECK ACT as it relates to the PLANNING - EXECUTING - MONITORING AND CONTROLLING. The Intitation process kicks off the cycle and the CLOSING process ends the cycle. It is an iterative process. Come on - Read Chapter 3 - this is where the fun begins. This is where the meat and potatoes of PMBOK studying begins. You can do this. Trust me, If I can - you can. We are already familiar with the 5 process groups of Initiating, Planning, Executing, Monitoring and Controlling, Closing. We are also familiar with the 9 knowledge areas (remember: I saw the car quickly hit Chris's rear plate) that is, Integration, Scope, Time, Cost, Quality, HR, Communications, Risk and Procurement. Now all you need to do is re-read this Chapter and understand what they mean by Process Interactions and the wonderful world of Project Management Process Management. Anyone want to take it from here?

We can have alot of fun with blogging - so let's get busy and 'git-r-done'.