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pmi acp training chennai

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  1. PMI® Project Management Professional (PMP)®Workshop PMI, PMP, PMBOK & PMI Talent Triangle are registered marksof Project Management Institute,Inc.

  2. About Project Management Professional (PMP)® 2 © 2018 ExcelR Solutions. All RightsReserved

  3. Why PMP®?  To become a better project manager as the best practices have been included procured from myriad project managers across theglobe.  Increases the success rate of your project as you become more organized.  Minimizing resource utilization and making a project cost effective.  Changes how others look yourabilities.  To keep your job, promoted or get a job.  Hike in your current salary (Help you to getahead) 3 © 2018 ExcelR Solutions. All RightsReserved

  4. Exam Eligibility Requirement Category Eligibility of Education Formal PMP® training hours Hours leading and directing project One Bachelors Degree or global equivalent 35Contact Hours 4,500hours Two High school diploma, associate degree or global equivalent 35Contact Hours 7,500hours After paying the examination fee online, PMI® will send an authorizationletter  Exam must be taken within one year of receiving the authorizationletter  PMI may randomly choose to send your application forauditing  You need to contact a prometric center to schedule a date for theexam 4 © 2018 ExcelR Solutions. All RightsReserved

  5. Examination Pattern Total 4 Hours duration Out of 200, 25 are considered as pre-test questions (zero marks) and only 175 are scored for the examresult Grading system is followed to arrive at the result Pass or Fail. Result is based on the individual grades on each processgroup. Grades are Below proficient Proficient Moderately Proficient  There is no negative marking.    5 © 2018 ExcelR Solutions. All RightsReserved

  6. Distribution of Q’s across Process Groups Process Group Percentage ofQuestions Initiating 13 Planning 24 Executing 31 Monitoring & Controlling 25 Closing 7 Note: This % of distribution might vary as required byPMI®. 6 © 2018 ExcelR Solutions. All RightsReserved

  7. Introduction to Project Management 7 © 2018 ExcelR Solutions. All RightsReserved

  8. What is a Project?  What is a Project?  A project is a temporary endeavour undertaken to create a unique product, service or result  Projects drive change, enable business value creation and have an initiation context  A project cancreate: A product that can be either a component of another item or an end item in itself, A capability to perform a serviceor, A result such as an outcome ordocument. © 2018 ExcelR Solutions. All Rights Reserved 8 Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute, Inc., 2017, Page 4-6

  9. Programs & Portfolio Project Management exists in a broader context governedby:  Program Management  Portfolio Management  Organizational project management (OPM) andstrategies Program Management: It is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. It focuses on project interdependencies and optimal approach for managingthem. Programs and projects deliverresults For example, New aircraft manufacturing program has multiple related projects. Project A – manufacture cockpit; Project B – manufacture fuselage; Project C – manufacture turbine engineetc. © 2018 ExcelR Solutions. All Rights Reserved 9 Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute, Inc., 2017, Page 14

  10. Programs & Portfolio  Portfolio Management: It refers to a collection of projects or programs (may not be necessarily related or interdependent) and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. Portfolios make value decisions For example, Aircraft manufacturer may have business lines such as domestic aircraft manufacturing, international aircraft manufacturing etc. manufacturing, warfare aircraft  Note: Organizational Project Management (OPM) - Integrates project, program and portfolio management with organizational enablers to achieve strategic objectives. In other words, do the right projects and allocate of resources for them 10 Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute, Inc., 2017, Page 15 -16 © 2018 ExcelR Solutions. All Rights Reserved

  11. What is Project Management?  It is the application of knowledge, skills, tools and techniques to project activities,  Using the 49 processes and 5 process groups i.e. Initiating, Planning, Executing, Monitoring & Controlling and Closing with appropriate application and integration, project management can beaccomplished. 11 © 2018 ExcelR Solutions. All RightsReserved

  12. Project Constraints Scope Quality Schedule Budget Resources Risk 12 © 2018 ExcelR Solutions. All RightsReserved

  13. Project Vs Operations  Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitiveservice Value is realized in operations Examples: Manufacturing, Production operationsetc…  Though temporary in nature Projects can help achieve the organization goals when they are aligned with the organization’sstrategy. 13 © 2018 ExcelR Solutions. All RightsReserved

  14. Project Life Cycle Project life cycle - A collection of sequentially (typical – and sometimes overlapping) project phases determined by management and needs of the organization Phase –A number of relatedactivities resulting in deliverable(s) Types of project life cycle:  Predictive  Adaptive (Agile) Characteristics of the project lifecycle:  Starting the project  Organizing and preparing  Carrying out projectwork  Closing the project © 2018 ExcelR Solutions. All Rights Reserved 14 Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute, Inc., 2017, Page 18,19 & Fig 1-2 Page 548

  15. Development Life Cycle & Phase Gate Development life cycles – Those phases of the project lifecycle where product development happens Types of development lifecycle  Predictive (waterfall)  Iterative  Incremental  Adaptive (Agile)  Hybrid (mix of predictive and adaptive) Phase gate –Aphase-end review with a decision to  Continue to next phase as is or withmodification  Remain in the same phase or repeat some of the phasework  End the project © 2018 ExcelR Solutions. All Rights Reserved 15 Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, Project Management Institute, Inc., 2017, Page 19,21

  16. CONTACT US www.excelr.com enquiry@excelr.com Toll FREE : 1800-212-2120 (India) 0044-203-514-6638 (UK) 006-128-520-3240 (Australia) 001-844-392-3571 (USA) +2348181496946 (Nigeria) THANK YOU

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