PMI Changes to PMP Exam Content 2015

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Changes to PMI’s PMP Examination – Nov 1, 2015 May 15, 2015

Transcript of PMI Changes to PMP Exam Content 2015

Changes to PMI’s PMP Examination – Nov 1, 2015

May 15, 2015

Highlights

• As a result of an Role Delineation Study, PMI has changed the examination content for the PMP credential

• New and reworded tasks within the domains

• This will be introduced Nov 2, 2015

• The end result will be new set of questions to fit these new/revised tasks

What’s Happening?

• PMI recently completed a Role Delineation Study (RDS) which provided an updated project manger “profile”

• The last day to take the current version of the exam is Sunday Nov 1, 2015. The new exam will be introduced Monday Nov 2, 2015

Why is this Happening?

• An RDS is a research study that helps establish the base knowledge, skills and competencies for a role

• An RDS is conducted around 3-5 years. Updated studies ensure that the examination continues to assess what is most relevant to practice as the profession evolves over time

• The RDS identified that the project management professional role has evolved, and the exam must reflect that

What’s Changing? (High Level)

• For the PMP exam, the tasks within each domain (Initiating, Planning, Execution, etc) have been reworded or have new additions

• Accordingly, required knowledge and skills, and tools and techniques must be in place to support these tasks

What’s Changing? (Detailed)

• The following slides are side by side comparisons of the current (2010) and new (2015) tasks within each domain

• Key words or phrases are coloured in red

Initiation

Task 2010 2015

1 Perform project assessment based upon available information and meetings with the sponsor, customer, and other subject matter experts in order to evaluate the feasibility of the new products or services within the given assumptions and/or constraints.

Perform project assessment based upon available information, lessons learned from previous projects, and meetings with relevant stakeholders, in order to support the evaluation of the feasibility of new products or services within the given assumptions and/or constraints.

2 Define the high-level scope of the project based on the business and compliance requirements, in order to meet the customer's project expectations.

Identify key deliverables based on the business requirement, in order to manage customer expectations and direct the achievement of the project goals.

Initiation

Task 2010 2015

3 Perform key stakeholder analysis using brainstorming, interviewing, and other data-gathering techniques, in order to ensure expectation alignment and gain support for the project.

Perform stakeholder analysis using appropriate tools and techniques, in order to align expectations and gain support for the project.

4 Identify and document high-level risks, assumptions, and constraints based on current environment, historical data, and/or expert judgement, in order to identify project limitations and propose an implementation approach.

Identify high-level risks, assumptions, and constraints based on current environment, organizational factors, historical data, and expert judgement, in order to propose an implementation strategy.

Initiation

Task 2010 2015

5 Develop the project charter by further gathering and analyzing stakeholder requirements, in order to document project scope, milestones, and deliverables.

Participate in the development of the project charter by compiling and analyzing gathered information, in order to ensure project stakeholders are in agreement on its elements.

6 Obtain approval for the project charter from the sponsor and customer (if required), in order to formalize the authority assigned to the project manager and gain commitment and acceptance for the project.

Obtain project charter approval from the sponsor, in order to formalize the authority assigned to the project manager and gain commitment and acceptance for the project.

7 Conduct benefit analysis with stakeholders (including sponsor, customer, subject matter experts), in order to validate project alignment with organizational strategy and expected business value.

Planning

Task 2010 2015

1 Review detailed project requirements, constraints, and assumptions with stakeholders based on the project charter, lessons learned from previous projects, and the use of requirement-gathering techniques (e.g. planning sessions, brainstorming, focus groups), in order to establish the project deliverables.

Review and assess detailed project requirements, constraints, and assumptions with stakeholders based on the project charter, lessons learned, and by using requirement gathering techniques, in order to establish detailed project deliverables.

2 Create the work breakdown structure with the team by deconstructing the scope, in order to manage the scope of the project.

Develop a scope management plan, based on the approved project scope and using scope management techniques, in order to define, maintain, and manage the scope of the project.

Planning

Task 2010 2015

3 Develop a budget plan based on the project scope using estimation techniques, in order to manage project costs.

Develop the cost management plan based on the project scope, schedule, resources, approved project charter and other information, using estimation techniques, in order to manage project costs.

4 Develop a project schedule based on the project timeline, scope, and resources plan, in order to manage timely completion of the project.

Develop the project schedule based on the project deliverables and milestones, scope, schedule, and resources management plans, in order to manage timely completion of the project.

Planning

Task 2010 2015

5 Develop a human resource management plan by defining the roles and responsibilities of the project team members in order to create an effective project organization structure and provide guidance regarding how resources will be utilized and managed.

Develop the human resource management plan by defining the roles and responsibilities of the project team members, in order to create a project organizational structure and provide guidance regarding how resources will be assigned and managed.

6 Develop a communications management plan based on the project organizational structure and external stakeholder requirements, in order to manage the flow of project information.

Develop the communications management plan, based on the project organizational structure and stakeholder requirements, in order to define and manage the flow of project information.

Planning

Task 2010 2015

7 Develop a procurement management plan based on the project scope and schedule, in order to ensure that the required project resources will be available.

Develop the procurement management plan based on the project scope, budget, and schedule, in order to ensure that the required project resources will be available.

8 Develop a quality management plan based on the project scope and requirements, in order to prevent the occurrence of defects and reduce the cost of quality.

Develop the quality management plan and define the quality standards for the project and its products, based on the project scope, risks, and requirements, in order to prevent the occurrence of defects and control the cost of quality.

Planning

Task 2010 2015

9 Develop a change management plan by defining how changes will be handled, in order to track and manage change.

Develop the change management plan by defining how changes will be addressed and controlled, in order to track and manage change.

10 Plan risk management plan by developing a risk management plan, and identifying, analyzing, and prioritizing project risks in the risk register and defining risk response strategies, in order to manage uncertainty throughout the project life cycle.

Develop the risk management plan by identifying, analyzing, and prioritizing project risks, and by defining risk response strategies, in order to manage uncertainty and opportunity throughout the project life cycle.

Planning

Task 2010 2015

11 Present the project plan to the key stakeholders (if required) in order to obtain approval to execute the project.

Present the project management plan to the relevant stakeholders according to applicable policies and procedures, in order to obtain approval to proceed with project execution.

12 Conduct kick-off meeting with all key stakeholders, in order to announce the start of the project, communicate the project milestones, and share other relevant information.

Conduct kick-off meeting, communicating the start of the project, key milestones, and other relevant information, in order to inform and engage stakeholders and gain commitment.

13 Develop the stakeholder management plan, by analyzing needs, interests and potential impact, in order to effectively manage stakeholders' expectations and engage them in project decisions.

Execution

Task 2010 2015

1 Obtain and manage project resources including outsources deliverables by following the procurement plan, in order to ensure successful project execution.

Acquire and manage project resources by following the human resource and procurement management plans, in order to meet project requirements.

2 Execute the tasks as defined in the project plan, in order to achieve the project deliverables within budget and schedule.

Manage task execution based on the project management plan by leading and developing the project team, in order to achieve project deliverables.

6* Maximize team performance through leading, mentoring, training, and motivating team members.

Manage the flow of information by following the communication plan, in order to keep stakeholders engaged and informed.

Execution

Task 2010 2015

3 Implement the quality management plan using the appropriate tools and techniques, in order to ensure that work is being performed according to required quality standards.

Implement the quality management plan using the appropriate tools and techniques, in order to ensure that work is performed in accordance with required quality standards.

4 Implement approved changes according to the change management plan, in order to meet project requirements.

Implement approved changes and corrective actions by following the change management plan, in order to meet project requirements.

Execution

Task 2010 2015

5 Implement approved actions and follow the risk management plan and risk register, in order to minimize the impact of negative risk events on the project.

Implement approved actions by following the risk management plan, in order to minimize the impact of the risk and take advantage of opportunities on the project.

7 Maintain stakeholder relationships by following the stakeholder management plan, in order to receive continued support and manage expectations.

Monitoring & Control

Task 2010 2015

1 Measure project performance using appropriate tools and techniques, in order to identify and quantify any variances, perform approved corrective actions, and communicate with relevant stakeholders.

Measure project performance using appropriate tools and techniques, in order to identify and quantify any variances and corrective actions.

2 Manage changes to the project scope, schedule, and costs by updating the project plan and communicating approved changes to the team, in order to ensure that revised project goals are met.

Manage changes to the project by following the change management plan, in order to ensure that revised project goals remain aligned with business needs.

Monitoring & Control

Task 2010 2015

3 Ensure that project deliverables conform to the quality standards established in the quality management plan by using appropriate tools and techniques (e.g. testing, inspection, control charts), in order to satisfy customer requirements.

Verify that project deliverables conform to the quality standards established in the quality management plan by using appropriate tools and techniques, in order to meet project requirements and business needs.

4 Update the risk register and risk response plan by identifying new risks, assessing old risks, and determining and implementing appropriate response strategies, in order to manage the impact of risks on the project.

Monitor and assess risk by determining whether exposure has changed and evaluating the effectiveness of response strategies, in order to manage the impact of risks and opportunities on the project.

Monitoring & Control

Task 2010 2015

5 Assess corrective actions on the issue register and determine next steps for unresolved issues by using appropriate tools and techniques in order to minimize the impact on the project schedule, cost and resources.

Review the issue log, and update if necessary, and determine corrective actions by using appropriate tools and techniques, in order to minimize the impact on the project.

6 Communicate project status to stakeholders for their feedback, in order to ensure the project aligns with business needs.

Capture, analyze, and manage lessons learned using lessons learned management techniques, in order to enable continuous improvement.

7 Monitor procurement activities according to the procurement plan, in order to verify compliance with project objectives.

Closing

Task 2010 2015

1 Obtain final acceptance of the project deliverables by working with the sponsor and/or customer, in order to confirm that project scope and deliverables were met.

Obtain final acceptance of the project deliverables from relevent stakeholders, in order to confirm that project scope and deliverables were achieved.

2 Transfer the ownership of deliverables to the assigned stakeholders in accordance with the project plan, in order to facilitate project closure.

Transfer the ownership of deliverables to the assigned stakeholders in accordance with the project plan, in order to facilitate project closure.

3 Obtain financial, legal, and administrative closure using generally accepted practices, in order to communicate formal project closure and ensure no further liability.

Obtain financial, legal, and administrative closure using generally accepted practices and policies, in order to communicate formal project closure and ensure transfer of liability.

Closing

Task 2010 2015

4 Distribute the final project report including all project closure-related information, project variances, and an issues, in order to provide the final project status to all stakeholders.

Prepare and share the final project report according to the communications management plan, in order to document and convey project performance and assist in project evaluation.

5 Collate lessons learned through comprehensive project review, in order to create and/or update the organization's knowledge base.

Collate lessons learned that were documented throughout the project and conduct a comprehensive project review, in order to update the organization's knowledge base.

Closing

Task 2010 2015

6 Archive project documents and material in order to retain organizational knowledge, comply with statutory requirements, and ensure availability of data for potential use in future projects and internal/external audits.

Archive project documents and materials using generally accepted practices, in order to comply with statutory requirements and for potential use in future projects and audits.

7 Measure customer satisfaction at the end of the project by capturing customer feedback, in order to assist in project evaluation and enhance customer relationships.

Obtain feedback from relevant stakeholders, using appropriate tools and techniques and based on the stakeholder management plan, in order to evaluate their satisfaction.

Domain & Task Analysis

• Initiating:– Task 1 - Minor - Greater emphasis on lessons learned for project

assessment

– Task 2 - Major - Replace "customer expectations" with "project goals". May see this shift in terminology throughout the exam

– Task 4 - Minor - Using the term "strategy". This change is along the theme of business alignment

– Task 5 - Major - The PM is not the sole developer of the Charter now

– Task 7 - Major - New inclusion of benefit analysis, previously "belonging" to Program Management. Will likely see new questions regarding benefits and value

Domain & Task Analysis

• Planning– Task 2 - Minor - Removal of WBS as a key technique and increased

reference to the subsidiary management plan (scope). Of note is the wording that the scope management plan is based on (follows?) the approved project scope

– Task 5 - Minor - Human resources are no longer "utilized", now "assigned". May see some multiple choice answers play around with these terms

– Task 8 - Minor - Greater emphasis on quality standards. Previously the reference to quality standards would be included within the quality management plan.

Continued…

Domain & Task Analysis

• Planning (continued)– Task 12 - Minor - Greater emphasis on engaging stakeholders. This is

repeated in several places.

– Task 13 - Major - Although this task already exists in the Knowledge areas, it is spelled out here more distinctly. Expect more questions on this area.

Domain & Task Analysis

• Execution– Task 1 - Minor - Linking to project requirements as opposed to just

executing

– Task 2 - Minor - Combines the old Tasks 2 & 6 and links execution with leading & developing the team

– Task 6 - Minor - New task although it is "hidden". Previous Execution tasks did not mention communication explicitly

– Task 7 - Major - New task. Continuing the emphasis on stakeholder expectation management. Again, expect more questions on stakeholders

Domain & Task Analysis

• Monitoring & Control– Task 2 & 3 - Minor - Continuing the emphasis on business needs, as

shown in Initiating changes

– Task 4 - Major - This is a rewording on the Control Risk description. The more passive phrase "examine & documenting" the effectiveness of response strategies (risk audits) has been replaced by "evaluating" the effectiveness. The term "exposure has changed" also makes the working more proactive and leading than before.

– Task 6 - Major - This isn't a simple rewording, the old Task 6 was basically removed (more or less replaced by Execution Task 6), and this new content is about lessons learned. Yes, lessons learned as a Monitoring & Control task. And a link to Continuous Improvement. Definitely expect newer questions on this task.

– Task 7 - Minor - Even though this task is "new", it's not a significant activity

Domain & Task Analysis

• Closing– Task 3 - Major - "Ensure no further liability" has been replaced by

"ensure transfer of liability". We should be expected to know and understand what forms of liability exists and means to transfer them.

– Task 4 - Minor - "Distribute" final project report has been replaced with "prepare and share", making this a more active task than before. Also interesting that it is distributed in accordance with the communications management plan, as opposed to "all stakeholders". Does this imply that not all stakeholder need to have this?

– Task 5 - Minor - Links back to Execution Task 6, in that lessons learned are now continuously done throughout the project as Monitoring & Control.

Continued…

Domain & Task Analysis

• Closing (continued)– Task 7 - Minor - Link back to the subsidiary management plan. Does

this mean that the stakeholder management plan is expected to contain information about customer satisfaction? "Measure" is replaced by "evaluate", which is a more subjective term.

My Assessment

• Greater emphasis on business needs and strategy, with descriptors such as benefits and value (previously reserved for Program and Portfolio Management, respectively)

• More use of the generic term “stakeholders” instead of sponsor or customer

• Greater reliance on subsidiary management plans while in Execution and M&C

• Lessons learned are now done throughout!

Comments?

• Ask a question below in the comments section

Links

• PMI website page announcing PMP change:– www.pmi.org/certification/exam-changes/pmp.aspx

• PMI website page FAQs:– www.pmi.org/certification/exam-changes/faqs.aspx

• PMP Examination Content Outline – 2015:– www.pmi.org/~/media/PDF/Certifications/pmp-certification-exam-

outline.ashx

• PMP Examination Content Outline – 2010:– www.pmi.org/en/Certification/Project-Management-Professional-

PMP/~/media/PDF/Certifications/PMP%20Examination%20Content%20Outline_2010.ashx

About Beyond Execution

• 20 years project management in aerospace, engineering, telecom, IT, government, consulting and support

• Project Management Instructor for 10 years

– PMP, Program & Portfolio Management

– Communications and soft skills

• Mechanical Engineer from University of Toronto

• ITIL Foundations, CSM, Change Mgmt

Rubin JenP. Eng, PMP