- PMP Exam Themes – the Perspective You. - Questions on the Project Management Professional (PMP®) exam are written from a particular perspective.. - The problem for project managers (PMs) taking the exam is that these assumptions are never clarified by the Project Management Institute (PMI. - To make matters worse for, these assumptions must be gleaned from the Project Management Body of Knowledge (PMBOK®).. - If you have extensive project experience you are likely familiar with the old adage “project management is responsibility without authority”. - However, do not let your experience override one of the underlying assumptions inherent in PMP exam ques- tions. - In situational exam questions, it is assumed that the PM has the authority to do the right thing in every situation. - That is, you must know the presumptions of the examiners. - Preparing for the PMP exam, therefore, requires both an understanding of the best practices according to PMI and an understanding of the unwritten perspective of the examiners. - Corrective action is the correct reaction. - Update the plan regularly. - PMP Exam Themes – the Perspective You Need To Develop To Be Prepared. - It is assumed that the project manager possesses the authority necessary to do what is right for the project.. - They would always have the time and resources to re-calculate the plan and make it their own.. - In short, they control the project with a degree of authority that is rare in the real world.. - Such is the environment PMI would like to see become the norm.. - For example, say you are the PM on a complex IT project that is centralizing customer data across the enter- prise. - Immediately ask yourself: Is this a formal change request or just a spur of the moment idea? Does this person have the authority to force the change? With which other stakeholders will I need to confer to assess the impact?. - PMs would contract senior team members to determine the viability and impact of the request on other constraints, such as budget and scope. - When fully informed, the PM meets with the change review board. - the PM would implement the board’s decision.. - Corrective Action Is the Correct Reaction. - It is the core motivation of Monitoring and Controlling processes. - We monitor project work results to ensure that they conform to the plan. - Being proactive requires continuous observations and comparison with the plan. - It is the raison d’etre of project management.. - For example, say you are the PM on a new project. - The sponsor is in a hurry to get going and instructs your team members to start working on modules while you develop the project plan. - Politely inform the sponsor that it is inappropriate for him or her to give assignments directly to your team members. - Let that person know that no work can be undertaken until there is a clear understanding of what the project objectives are. - Update the Plan Regularly. - Once complete it is painful to even consider modifying the plan. - Every approved change request will typically result in changes to the plan within several of the knowledge areas.. - To get to PMI’s version of project heaven you must keep the plan current and make sure you stay on top of everything.. - Pretend you are the PM of a product development project and have to make a decision about safety testing. - You can save time and money on the project by avoiding child safety testing. - What should you do?Life-cycle costing looks at the decision in terms of the long-term interests of the organi- zation. - This may be in conflict with the short term interests of the project.. - The project would be finished sooner. - But how would taking such a narrow view of the issues affect the long-term interests of the organization?. - All PMs are expected to do the right thing for a project, but not at the expense of the enterprise.. - The PM is the heart of a project. - Information is the blood that must flow through the heart. - If the heart stops beating, then information stops circulating and the project body withers.. - Someone else updates the plan and collates reports. - In the PMI examiners’ view, PMs are accountable for ensuring the project gets done and done right. - PMs watch, listen, and direct – they manage resources. - PMI’s project management systems are very detailed: there is a management plan for everything. - Gold plating in this instance means overshooting on the scope of a project. - It is usually done with the best of intentions. - Gold plating is a remnant of the past when the motto of project management was to “meet or exceed cus- tomers expectations”. - It makes more sense to concentrate on delivering the project on time, within budget, and within scope.. - If there is a surplus of time and money at the end of a project let the customer decide how they would like the surplus consumed, if at all.. - Project management is a service. - It is not manufacturing or engineering or IT or marketing. - It is a service like hospital administration is a service. - Manufacturing, engineering, IT, and marketing are some of the tools used by project managers to fulfill the desires of their stakeholders.. - Stakeholders are everyone with an interest in the project. - The PMP Examiners believe that the best project managers are the ones who learn to manage customer expec- tations first and then manage the project in response to these expectations.. - In PMI’s project management heaven, organizations do everything possible to make sure that they learn from experience. - They improve at project management with each completed project.. - Within the project life cycle, closing processes accomplish two objectives. - The project archive is a compilation of all project records including: contracts. - It is the corporate memory of a project.. - Lessons learned becomes part of the project archive. - Lessons learned is the term PMI uses to refer to the spe- cific records prepared to analyze what went right and what went wrong. - Lessons learned are recorded throughout the project, at the end of each phase, and at the end of the project. - ‘post mortem’, they are a critical aspect of helping organizations to learn.. - This means that in project management heaven you are rarely starting a project from scratch. - There is always corporate experience to draw on that will help in the planning and execution of a project.. - It is the reason why project management offices (PMOs) are becoming increasingly popular as repositories of experience and best practices within organizations.. - Introduction to Project Management
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