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PMP®: PMP® Preparation Course
WHAT YOU WILL LEARN
PMI’s PMP® certification is a valuable certification for project practitioners. The PMP® demonstrates your understanding of the people, processes, and business management.
This 5-day instructor-led course presents the foundations for project management, people skills and business management. This PMP® exam preparation course can get your career on the right path or take it to the next level of your career locally or internationally.
Certified PMP’s in Project Management is becoming a highly sought-after industry recognition. As a profession, project management is also experiencing phenomenal growth. A consequence of this growth is increased reliance upon project management and the need to professionally recognized project management ability. As more companies adopt project management into their businesses, the demand for knowledgeable practitioners increases globally.
NOTE: Big Change to the Seven Edition of PMBOK starting this July 2020 as shown below:
I. People 42%
II. Process 50%
III. Business Environment 8%
The PMP® certification offers recognition to Practitioners who are starting a career or involved in project management as well as Project managers or Team Members who wish to demonstrate their project management knowledge and skills.
This certification denotes that the individual possesses the knowledge in the principles and terminology of A Guide to the Project Management Body of Knowledge (PMBOK® Guide 7th edition), the standard of project management’s generally recognized good practices.
Individuals who contribute specialized skills to a project team can benefit from this certification by allowing them to align their work with that of project managers. The knowledge a practitioner gains from earning the PMP® certification can be applied to on-the-job experiences which helps develop growing levels of competence in the practice of project management. Individuals who carry the PMP® designation after their name enjoy a high level of credibility from PMP® credential holders, project managers, employers, and peers.
If you are looking to demonstrate your commitment to project management, improve your ability to manage larger projects and earn additional responsibility, and stand out to potential employers, the PMP® certification is right for you.
This program will be conducted with interactive lectures, PowerPoint presentation, discussions, and workshops occasionally enhanced and relayed to Trainer’s past projects of his rich and vast experiences in project management during his project management career both locally and internationally. Proven templates, processes and project tips shall be interjected whenever necessary.
Upon completion of this program, participants should be able to:
• Master the critical terms and concepts in project management
• Apply the key concepts to your work in project management
• About half of the examination will represent predictive project management approaches and the other half will represent agile or hybrid approaches.
• Focus on the key elements of each of the project management processes, people skills and business management perspectives
• Recognize what is meant by professional responsibility
• Determine those areas that are important to study versus those that are ‘nice to know’
• Avoid common pitfalls associated with taking the exam
1. Manage conflict.
• Interpret the source and stage of the conflict.
• Analyze the context for the conflict.
• Evaluate / recommend / reconcile the appropriate conflict resolution solution.
2. Lead a team.
• Set a clear vision and mission.
• Support diversity and inclusion (e.g., behavior types, thought process)
• Value servant leadership (e.g., relate the tenets of servant leadership to the team)
• Determine an appropriate leadership style (e.g., directive, collaborative)
• Inspire, motivate, and influence team members/stakeholders (e.g., team contract, social contract, reward system)
• Analyze team members and stakeholders’ influence.
• Distinguish various options to lead various team members and stakeholders.
3. Support team performance
• Appraise team member performance against key performance indicators.
• Support and recognize team member growth and development.
• Determine appropriate feedback approach.
• Verify performance improvements.
4. Empower team members and stakeholders.
• Organize around team strengths.
• Support team task accountability
• Evaluate demonstration of task accountability.
• Determine and bestow level(s) of decision-making authority.
5. Ensure team members/stakeholders are adequately trained.
• Determine required competencies and elements of training.
• Determine training options based on training needs.
• Allocate resources for training.
• Measure training outcomes
6. Address and remove impediments, obstacles, and blockers for the team.
• Determine critical impediments, obstacles, and blockers for the team.
• Prioritize critical impediments, obstacles, and blockers for the team.
.Use network to implement solutions to remove impediments, obstacles, and blockers for the team.
• Re-assess continually to ensure impediments, obstacles, and blockers for the team are being addressed.
7. Negotiate project agreements.
• Analyze the bounds of the negotiations for agreement.
• Assess priorities and determine ultimate objective(s)
• Verify objective(s) of the project agreement is met.
• Participate in agreement negotiations.
• Determine a negotiation strategy.
8. Collaborate with stakeholders.
• Evaluate engagement needs for stakeholders.
• Optimize alignment between stakeholder needs, expectations, and project objectives.
• Build trust and influence stakeholders to accomplish project objectives.
9. Build shared understanding.
• Break down situation to identify the root cause of a misunderstanding.
• Survey all necessary parties to reach consensus.
• Support outcome of parties' agreement
• Investigate potential misunderstandings.
10. Engage and support virtual teams.
• Examine virtual team member needs (e.g., environment, geography, culture, global, etc.)
• Investigate alternatives (e.g., communication tools, colocation) for virtual team member engagement.
• Implement options for virtual team member engagement.
• Continually evaluate effectiveness of virtual team member engagement
11. Define team ground rules.
• Communicate organizational principles with team and external stakeholders.
• Establish an environment that fosters adherence to the ground rules.
• Manage and rectify ground rule violations.
12. Mentor relevant stakeholders
• Allocate the time to mentoring.
• Recognize and act on mentoring opportunities.
13. Promote team performance through the application of emotional intelligence.
• Assess behavior through the use of personality indicators.
• Analyze personality indicators and adjust to the emotional needs of key project stakeholders.
14. Build a team.
• Appraise stakeholder skills.
• Deduce project resource requirements.
• Continuously assess and refresh team skills to meet project needs.
• Maintain team and knowledge transfer.
1. Execute project with the urgency required to deliver business value
• Assess opportunities to deliver value incrementally
• Examine the business value throughout the project
• Support the team to subdivide project tasks as necessary to find the minimum viable product
2. Manage communications
Analyze communication needs of all stakeholders
• Determine communication methods, channels, frequency, and level of detail for all stakeholders
• Communicate project information and updates effectively
• Confirm communication is understood and feedback is received
3. Assess and manage risks
• Determine risk management options
• Iteratively assess and prioritize risks
4. Engage stakeholders
• Analyze stakeholders (e.g., power interest grid, influence, impact)
• Categorize stakeholders
• Engage stakeholders by category
• Develop, execute, and validate a strategy for stakeholder engagement
5. Plan and manage budget and resources
• Estimate budgetary needs based on the scope of the project and lessons learned
• from past projects
• Anticipate future budget challenges
• Monitor budget variations and work with governance process to adjust as
• Plan and manage resources
6. Plan and manage schedule
• Estimate project tasks (milestones, dependencies, story points)
• Utilize benchmarks and historical data
• Prepare schedule based on methodology
• Measure ongoing progress based on methodology
• Modify schedule, as needed, based on methodology
• Coordinate with other projects and other operations
7. Plan and manage quality of products/deliverables
• Determine quality standard required for project deliverables
• Recommend options for improvement based on quality gaps
• Continually survey project deliverable quality
8. Plan and manage scope
• Determine and prioritize requirements
• Break down scope (e.g., WBS, backlog)
• Monitor and validate scope
9. Integrate project planning activities
• Consolidate the project/phase plans
• Assess consolidated project plans for dependencies, gaps, and continued business value
• Analyze the data collected
• Collect and analyze data to make informed project decisions
• Determine critical information requirements
10. Manage project changes
• Anticipate and embrace the need for change (e.g., follow change management practices)
• Determine strategy to handle change
• Execute change management strategy according to the methodology
• Determine a change response to move the project forward
11. Plan and manage procurement
• Define resource requirements and needs
• Communicate resource requirements
• Manage suppliers/contracts
• Plan and manage procurement strategy
• Develop a delivery solution
12. Manage project artifacts
• Determine the requirements (what, when, where, who, etc.) for managing the project artifacts
• Validate that the project information is kept up to date (i.e., version control) and accessible to all stakeholders
• Continually assess the effectiveness of the management of the project artifacts
13. Determine appropriate project methodology/methods and practices
• Assess project needs, complexity, and magnitude
• Recommend project execution strategy (e.g., contracting, finance)
• Recommend a project methodology/ approach (i.e., predictive, agile, hybrid)
• Use iterative, incremental practices throughout the project life cycle (e.g., lessons learned, stakeholder engagement, risk)
14. Establish project governance structure
• Determine appropriate governance for a project (e.g., replicate organizational governance)
• Define escalation paths and thresholds
15. Manage project issues
• Recognize when a risk becomes an issue
• Attack the issue with the optimal action to achieve project success
• Collaborate with relevant stakeholders on the approach to resolve the issues
16. Ensure knowledge transfer for project continuity
• Discuss project responsibilities within team
• Outline expectations for working environment
• Confirm approach for knowledge transfers
17. Plan and manage project/phase closure or transitions
• Determine criteria to successfully close the project or phase
• Validate readiness for transition (e.g., to operations team or next phase)
• Conclude activities to close out project or phase (e.g., final lessons learned,
• retrospective, procurement, financials, resources)
1. Plan and manage project compliance
• Confirm project compliance requirements (e.g., security, health and safety, regulatory compliance)
• Classify compliance categories
• Determine potential threats to compliance
• Use methods to support compliance
• Analyze the consequences of noncompliance
• Determine necessary approach and action to address compliance needs (e.g., risk, legal)
• Measure the extent to which the project complies
2. Evaluate and deliver project benefits and value
• Investigate that benefits are identified
• Document agreement on ownership for ongoing benefit realization
• Verify measurement system is in place to track benefits
• Evaluate delivery options to demonstrate value
• Appraise stakeholders of value gain progress
3. Evaluate and address external business environment changes for impact on scope
• Survey changes to external business environment (e.g., regulations, technology, geopolitical, market)
• Assess and prioritize impact on project scope/backlog based on changes in external business environment
• Recommend options for scope/backlog changes (e.g., schedule, cost changes)
• Continually review external business environment for impacts on project scope/backlog
4. Support organizational change
• Assess organizational culture
• Evaluate impact of organizational change to project and determine required actions
• Evaluate impact of the project to the organization and determine required actions
David Guan Yong Soi
David Guan has more than twenty eight years of working experience out of which fifteen years experience as a project manager and a program manager with major multi-national vendors and telecommunication companies such as Lucent Technologies, Motorola and major local operators such as Celcom, Maxis Communications Berhad, and Huawei Technologies etc. He was selected to participate in the Project Management Professional (PMP) Role Delineation Study in Hong Kong representing Malaysia from September 10th to 12th 2004 and from October 21st to 23rd 2004 he was again selected by PMI to participate in the Project Manager Role Delineation Study representing the whole of Asia Pacific region at Anaheim, California USA.
Lavanya has been working in the IT industry since 1996 and has been exposed to all job roles. She started as an IT developer and later progressed as a project manager for MNC's in Malaysia and Singapore. She worked with end-users and clients to understand the challenges in their environment. She started training as a career since 2006 and has a lot of passion for it. Her main advantage is 'on the spot' customization of sessions based on the target audience and in making these sessions lively and informative as possible. She has served as a board member for Singapore PMI chapter for 3 years.
Charles Lim Chean Wun
Charles has spearheaded business projects and led both project teams and management teams overseeing functional areas including Sales, Marketing, Operations, Procurement, HR and Finance. Charles has also taken on a wide array of business and managerial roles and responsibilities with strategic and bottom-line accountability from both the Revenue as well as Cost perspectives. Read More
Gayathiri Jeyabalan is a Programmer & project management professional with solid 12 years of experience in portfolio, program, project encompassing several industries across nation and Asia Pacific countries. She obtained tertiary education from University of Putra Malaysia, Dip. Computer Science & BSc. Computer Science from University of Sunderland, United Kingdom.Together with portfolio project enhancement involvement, extensive trainings / workshops / courses conducted to understand in view of the project methodologies applied respectively pertaining to the scope of organization and covering operational aspects. High exposure in handling portfolio, program & project handling in terms of project methodologies, enhancements and other various platforms / stages. Present employment and prior to this has enriched me with robust experience conducting and completing projects and programs at international and national level. Conducted project management trainings and intensive courses (in-house trainings) during employment with multinational companies. Involved in roles as in which simultaneously managed more than 10 enterprises multi-million dollars projects in addition to plenty of mid-volume and small volume projects. Played ground role in setting-up that PMO and developing its methodology which was the core unit led to obtaining ISO certificate. Long experience providing professional project management, portfolio management, PMO training courses to leading organizations. Read More