Project

Management
Workshop
(CAPM)

Business world application Martin Whyte Med

Certified Associate in Project Management (CAPM) GL&D Facilitator
Facilities

Class Hours
9.30am to 4.30pm

Laptops Phones

Parking Messages

Rest Rooms Smoking

Meals Recycling
12.30-1.30

2
Workshop Overview
Module 1
• Introduction to the PMI, and the PMBOKE Guide, Sixth Edition
• CAPM® Exam overview

Module 2
• The environment in which projects operate

Module 3
• The Role of the Project Manager

Module 4
• Project Integration Management Processes
• Sample exam question and answer session

Module 5
• Scope Management Processes
• Sample exam question and answer session

Module 6
• Schedule Management Processes
• Sample exam question and answer session
 Workshop Overview

Module 7
• Cost Management Processes
• Sample exam question and answer session

Module 8
• Quality Management Processes
• Sample exam question and answer session

Module 9
• Resource Management Processes
• Sample exam question and answer session

Module 10
• Communication Management Processes
• Sample exam question and answer session

Module 11
• Risk Management Processes
• Sample exam question and answer session
Workshop Overview
Module 12
• Procurement Management Processes
• Sample exam question and answer session

Module 13
• Stakeholder Management Processes
• Sample exam question and answer session

Resources for Exam Success

• Review of the 49 Processes
• Access to Exam questions (samples)
Workshop Overview
Day 1 Day 2 Day 3
Module 1 Module 5 Module 10
• Introduction to the PMI, and the PMBOKE • Scope Management Processes • Communication Management
Guide, Sixth Edition • Sample exam question and answer Processes
session • Sample exam question and answer
Module 2 session
• The environment in which projects Module 6
operate • Schedule Management Processes Module 11
• Sample exam question and answer • Sample exam question and answer • Risk Management Processes
session session • Sample exam question and answer
session
Module 3 Module 7
• The Role of the Project Manager • Cost Management Processes Module 12
• Sample exam question and answer • Procurement Management Processes
Module 4 session • Sample exam question and answer
• Project Integration Management session
Processes Module 8
• Sample exam question and answer • Quality Management Processes Module 13
session • Sample exam question and answer • Stakeholder Management Processes
session • Sample exam question and answer
session
Module 9
• Resource Management Processes Resources for Exam Success
• Sample exam question and answer • Summary Review
session • Access to Exam questions (samples)
CAPM® Exam Overview
The CAPM® Certification tests an individual’s knowledge of the Project Management Body of Knowledge
(PMBOK® Guide) and merely requires those who attain it to retest and recertify at the end of a five-year
certification cycle.
200 Questions:
175 scored/25 unscored

Multiple Choice - 4 Options

4 Hours
1 Minute 12 seconds per question

Exam Fee:
Member €185 /Non-Member €250
Resit Fee:
Member €125 /Non-Member €175

Membership:
First Year $129
PMBOK® Guide
Guide to the Project Management Body of Knowledge (PMBOK® Guide)

A continually evolving standards guide for project management Provides a common vocabulary

The subset of project management knowledge that is generally recognized as good practice

•“Generally recognized ” means applicable to most projects most of the time or consensus about their
value and usefulness
•“Good practice” means there is general agreement that application will enhance success over many
projects

Describes Knowledge Areas (10)

Describes Process Groups (5) and Processes (49)

Each process has:

❑ Inputs
❑ Tools and Techniques
❑ Outputs.
CAPM® Certification

• CAPM certification is a step up on the project management

career ladder and demonstrates a very high level of knowledge.

• The CAPM® certification is designed for those without the level

of experience required to sit the PMP® exam.

• Those with less than 3 years of experience in project

management should look towards CAPM® certification.

• CAPM® candidates usually use this certification as an important

stepping stone in working towards achieving a PMP® credential.

• As the CAPM® certification expires after 5 years, CAPM®

certification holders most often use this time to build the
necessary experience to attend an exam preparation training for
the PMP® exam.
Distribution of processes
The 49 processes in PMBOK can be grouped in two ways. One is as per the 10 Knowledge Areas and the
other is as per the 5 Process Groups.

S.No Knowledge Area No. of Processes

1 Project Integration Management 7
2 Project Scope Management 6
3 Project Schedule Management 6
4 Project Cost Management 4
5 Project Quality Management 3
6 Project Resource Management 6
7 Project Communication Management 3
8 Project Risk Management 7
9 Project Procurement Management 3
10 Project Stakeholder Management 4
Total No. of Processes 49
Introduction
Lets get to know each other.
STAND UP

You have 10 minutes to interview as

many people as you can.

Find out the following….

Their name
Experience in projects.
Ambitions for the 3 day workshop.

Record any learning requests on the

Flip Chart.
Module 1

Introduction to
Project
Management

The Necessities – What we need to know & understand about projects

Focus for this section:

• Understand the five project management processes groups

and the processes within each group.

• Recognise the relationships among project, program, portfolio,

and operational management.

• Define a typical lifecycle

• Understand the function and importance of tailoring for

different projects.

• 6%
5 Project Management Process Groups
The project Management cycle remains the same as it would in the real world
What is a Project?
First thing we need to know that there are only two kinds of work. Project & Operations.

Official definition:

A project is, “A Temporary endeavor undertaken to create a unique produce, service or result.”

3 Main elements:
1. Temporary

2. Unique

3. Endeavor (which can also

be stated as “Progressive Elaboration”)
Understanding Projects
Official definition:
Project Management, “is the application of knowledge, skills, tools and techniques to project activities to
meet the project requirements.”
Programs - Portfolios

Programs:

Closer to the strategy of the

organisation. Programs are
groups of associated projects
that are managed together to
benefit the organization

Portfolios:

Portfolios are groups of an

organization’s project and
programs that are managed
together to meet strategic
organizational objectives
Project Lifecycle - Operations

There is more than one lifecycle that you should be aware of ad that is the Product Lifecycle.

Produce Lifecycle is the lifecycle of operations.

Project Tailoring
One of the important aspects of a skilled project
management is to understand that Project
Management as per PMBOK® cannot be applied
in totality in all projects.

Some organisation have their own methodology,

PM principles apply to project irrespective of the
methodology being used.

Tailoring must ensure a perfect fit.

Too many processes for a project may lead to

bureaucracy and too little processes may

lead to chaos.
Coffee Break 10:30 – 10:45
15 Minutes
Module 2

Project
Environment

Combines and unifies all the project management process in a project

Focus for this section:

• Identify the factors and assets that may impact the outcome of a project.

• Distinguish between organisational systems

• Understand the purpose and activities of a Project Management Office.

• Recognise the hierarchy of projects, programs and portfolios.

• 6%
Project Environment (EEF/OPA)
The factors affecting the project are collectively called the “Environmental Factors” or “Enterprise
Environmental Factors”
Organizational Structure
How organizations are structured affects how projects are managed. Just by understanding the 5 kinds
of organization structures that exist, it's quite obvious that there would be challenges in conducting
Projects in some of them just because of the power distribution among Project Managers and
Functional/Departmental Heads.
There are 10 types of structure:

1. Functional/Departmental
2. Projectized/Project Oriented
3. Weak Matrix
4. Strong Matrix
5. Matrix/Balanced Matrix
1. Organic or Simple
2. Multi -divisional.
3. Virtual
4. Hybrid
5. PMO
Project Management Office (PMO)
While the Project Manager (PM) is busy managing project constraints and focusing on project objectives,
the PMO standardizes the project governance across projects and facilitates the sharing of resources,
methodologies, tools and techniques.
Hierarchy of Project
Project, program, and portfolio management aren’t the same. It’s key that they work together.

Portfolio management, the organization is making sure that projects align with business strategies
Pairs Exercise!
Typical Exam Questions:
Q: What is the definition of a project?
Q: What is the definition of a program?
Q: The process groups interact based on what cycle?
Q: What is progressive elaboration?
Q: What are the common project factors?
Q: What is project management?
Q: What is a project constraint?
Q: What is the project management office (PMO)?
Q: Who is the project manager?
Q: What is a portfolio?
Let’s discuss the answers!
Typical Exam Questions:
Q: What is the definition of a project?
Q: What is the definition of a program?
Q: The process groups interact based on what cycle?
Q: What is progressive elaboration?
Q: What are the common project factors?
Q: What is project management?
Q: What is a project constraint?
Q: What is the project management office (PMO)?
Q: Who is the project manager?
Q: What is a portfolio?
Module 3

Role of the Project

Manager

Combines and unifies all the project management process in a project

Focus for this section:

• State the primary functions of a project manager

• Understand a project manager’s sphere of influence

• Identify the major elements included in the project triangle

• Recognise the difference between leadership and management.

• 7%
Project Manager

•The person assigned to lead the project team

•Keeps the project on time
•Keeps the project on budget
•Ensures the team’s needs are met
•Maintains quality
•Focuses on stakeholder needs
•Selects the project management processes to employ (Tailoring)
•Manages constraints (applicable limitations).
Skills of a Project Manager

PMBOK suggest a Talent Triangle to showcase the needs

skills of a project manager.
Project Manager is expected to know how to deal with
people, influence them and also be able to Understand office
politics and power distribution (formal as well as informal)
within the organization.
The project manager must traverse through the political
and power maze to get the work done. This means that
the project manager must also be a very keen observer.
There are various forms of power that the project
managers must be aware of or even use to
get things done.
Project Manager sphere of influence
The successful PM is one that has a knowledge of project management concepts, must be
performance oriented and know which tool and technique to use, and have strong interpersonal
skills. The combination of these makes a “Perfect” project manager.
Project Constraints
Product Lifecycle
All projects involve a series of phases designed to meet project objectives:

1.Starting the project

2.Getting organized
3.Performing the work
4.Closing the project
This is referred to as
the ‘generic’ project life cycle.
10 Knowledge Areas
In addition to being classified into 5 Process Groups, the 49 Processes are contained within 10
Knowledge Areas(KA):
1. Integration Management
2. Scope Management
3. Time Management
4. Cost Management
5. Quality Management
6. Human Resource Management
7. Communications Management
8. Risk Management
9. Procurement
10. Stakeholder Management.
Lunchtime!
Back in 1 hour
Leadership V’s Management

A leader is portrayed as someone who inspires the

team members to achieve, while a manager is
portrayed as someone who is more concerned with
planning and controlling the team members. In
reality, an effective manager of projects actually
needs both project leadership skills and project
management skills
The main difference between leaders and
managers is that leaders have people follow them
while managers have people who work for them.
A successful business owner needs to be both a
strong leader and manager to get their team on
board to follow them towards their vision of
success.
Classroom Question?

At your table, consider the following questions?

1. What does it look like when you’re doing your best

work?
2. What enables you to this?
3. What does it look like when you’re not?
4. How would you measure it?
When teams thrive…

…they are not only producing results, but they are more engaged
with their work and that has a big impact

The companies they work More than twice

for outperform their likely to help out
competitors financially others

More than 3x More than 5x

likely to do likely to recommend
something good the company’s
for the company products and services

(Temkin Group, Employee Engagement Benchmark Study, 2015, 2017)

Employees thrive when they’re…

Valued and Aware that their best

connected to interests are forefront
the purpose of Supported to
their work achieve goals

Invested in and Recognized for

developed within their performance
the organization and impact

Trusted Included and their

opinions and ideas
are valued
(Temkin Group, Employee Engagement Benchmark Study, 2015, 2017)
And every situation is different

Each individual's needs are different based on:

• the task they're being asked to accomplish

• their level of competence

• their level of commitment

and your need to adjust your approach based on their

needs.
Coffee Break 3:15 – 3:30
15 Minutes
Module 4

Project Integration
Management
Processes

Combines and unifies all the project management process in a project

Focus for this section:

• Understand the seven project management processes in the project

integration knowledge area.
• Identify the input, tools, techniques and outputs defined in the seven
processes in project integration management.
• Understand the purpose of project integration management and the project
manager’s role within in.
• Identify concepts and procedures related to project change management.
• Identify tailoring consideration in project integration management and
recognise key documents
• Identify methods for project integration and knowledge management

• 9%
Project Integration Management
Integration
Co-ordination and integration of all activities and processes that are essential tothe project,
ensure project success, and satisfy stakeholder expectations
The PM is accountable for project integration.

1.Develop Project Charter

2.Develop Project Management Plan
3.Direct and Manage Project Work
4.Monitor and Control Project Work
5.Perform Integrated Change Control
6.Close Project or Phase.
Develop Project Charter ITTOs

Inputs Tools & Techniques Outputs

Expert Judgement Project Charter

Statement of Work (SOW)
Business Case Facilitation
Techniques
Benefits Management Plan
Agreements
EEFs
OPAs
Process: Develop Project Charter
The Charter authorizes the project, details the project business requirements, and the new
service or product that will fulfil those requirements
Authorizes the project manager to apply organizational resources to project
activities.
Business Documents
A Business Case is used to make a decision regarding whether a project is worth the required
investment.
Activity
Lets get to know each other.
Paairs Exercise

You have 20 minutes to discuss and work

with you new partner.

Discuss the current project you are working

on.
Draw a Flow Diagram of your project
Complete a “Project Charter”

Project integration – Getting started with

the initiation of your project.
Workshop Close

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