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Institut de Formation
Version 2.0 - Aot 2005
Session de prparation lexamen de
certification PMP
Project Management
Framework
INSTITUT DEFORMATION
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2Project Management Framework
Institut de Formation
Version 2.0 - Aot 2005
Project Management Framework
Project Management Framework1. Definitions
2. Project Management Context Project Life Cycle
Project Environment Organizations Processes and process groups
3. Professional Responsibility
Introduction gnrale Objectifs et plan de formation Le PMI et la certification PMP
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3Project Management Framework
Institut de Formation
Version 2.0 - Aot 2005
Introduction
Objectif des sessions Formation en management de projet
Terminologie PMI
Prparation lexamen
Suggestion de plan de prparation 8 sessions par groupe de 2 jours 1 mois de pause
Rvisez entre chaque groupe de sessions Prvoir ~ 50 heures dtude personnelle
Apprenez la liste des processus par cur
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4Project Management Framework
Institut de Formation
Version 2.0 - Aot 2005
Introduction
Le PMI Association cre en 1969 pour valoriser le mtier du management de
projet
A la base de la norme ISO 10006 (management de la qualit appliqu
la gestion de projet) Aujourdhui la plus grande organisation non commerciale dans le
domaine de la gestion de projet : 210.000 membres dans 158 pays
Prsent dans tous les secteurs dactivit, et en particulier : Service informatique (20%), Constructeurs et diteurs (19%),
Finance (9%), Conseil en management (9%), Tlcoms (9%) Dans chaque pays, le PMI dispose dun chapitre national, dont le
chapitre de France qui comporte plusieurs antennes rgionales.
130.000 PMPs (environ 1000 en France)
en nov. 2005, soit +30% par rapport 2004
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Institut de Formation
Version 2.0 - Aot 2005
Introduction
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6Project Management Framework
Institut de Formation
Version 2.0 - Aot 2005
Introduction
Le PMBOK
What is the PMBOK ? An integrated body of knowledge encompassing
generally accepted good project managementpractices
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Institut de Formation
Version 2.0 - Aot 2005
Introduction
PMBOK p.13
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8Project Management Framework
Institut de Formation
Version 2.0 - Aot 2005
Introduction
Contenu du cours Les lments du management dentreprise non couverts
par le PMBOK mais sujets des questions dexamen : La responsabilit professionnelle (code dthique)
Thories organisationnelles Leadership et communication Ngociation, rsolution de conflits
Rvision des bases du management de projet Analyse financire de projet laboration dun WBS Mthodes de dcision en gestion de projet
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9Project Management Framework
Institut de Formation
Version 2.0 - Aot 2005
Introduction
Plan de formation
Jour 1
Introduction - 1 h Project Management Framework - 4 h
Definitions PM Context Professional Responsibility
Project Integration Management - 1 h
Jour 2
Project Integration Management - 3 h
Project Scope Management - 3 h
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Institut de Formation
Version 2.0 - Aot 2005
Introduction
Plan de formation (suite)
Jour 3
Project Time Management - 4 h Project Cost Management - 3 h
Jour 4 Project Financial Assessment - 2 h Project Communications Management 5 h
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Institut de Formation
Version 2.0 - Aot 2005
Introduction
Plan de formation (suite)
Jour 5
Project Quality Management - 4 h Project Human Resource Management - 3 h
Jour 6
Project Human Resource Management - 3 h
Project Risk Management - 4 h
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12Project Management Framework
Institut de Formation
Version 2.0 - Aot 2005
Introduction
Plan de formation (suite)
Jour 7
Construire un WBS - 3 h Project Procurement - 4 h
Jour 8
Examen blanc - 4 h
Correction / Stratgie de prparation - 3 h
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13Project Management Framework
Institut de Formation
Version 2.0 - Aot 2005
Introduction
Suivre min. 35 heures de cours auprs dun organisme accrdit
Sinscrire comme membre du PMI (PMI Membership)Remplir le dossier dligibilit pour lexamen (PMP Credential Handbook)
Attendre la prise en compte du paiement, le courrier dligibilit, et unventuel audit de votre dossier
Prendre un rendez-vous avec Thomson Prometrics pour passer lexamenavec lidentifiant fourni dans le courrier dligibilit
PMP
Processus de certification
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14Project Management Framework
Institut de Formation
Version 2.0 - Aot 2005
Introduction
http://www.2test.comLexamen
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15Project Management Framework
Institut de Formation
Version 2.0 - Aot 2005
Introduction
Lexamen QCM 200 questions 4 heures
Poids des questions :
Initiating the Project 11% Planning the Project 23 %
Executing the Project 27 %
Monitoring and Controlling the Project 21 %
Closing the Project 9 % Professional and Social Responsibility 9 %
Note de passage : 106 / 175 = 60,6%(25 questions ne comptent pas)
I i d F i
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16Project Management Framework
Institut de Formation
Version 2.0 - Aot 2005
Introduction
Votre dossier dligibilit 4500 heures de gestion de projet
(36 mois non concurrents)
Distribues sur les 44 processus Contacts demands
10% des dossiers sont audits
35 heures de formation en gestion de projet
Truc: Commencez complter votre dossier dsmaintenant
Lire attentivement les instructions de rdaction ALTIOR
I tit t d F ti
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Definitions
What is a project ?1. A project is temporarytemporary
Has definite beginning and end
No duration implied
1. Creates uniqueunique product or service
2. Because the product of the project is unique its
characteristics must beprogressivelyprogressivelyelaborated Scope of the project should remain constant even
as the products characteristics are progressivelyelaborated
PMBOK p.5
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Definitions
Risk
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Definitions
Project Management Application of knowledge, skills, tools and techniques
to activities to meet project requirements through the
use of processes. Projects are managed by teams and must deal with
competing demands for scope, time, cost, risk andquality; stakeholders with different needs andexpectations; identified requirements
Management by projects vs. project management
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Institut de Formation
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Integration Scope Time
Cost Quality Human resources
Communications Risk Procurement
Definitions
Project Knowledge Areas
Instit t de Formation
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Scope : Boundaries / Changes How are we going to assess ? Who will approve ? Manage ?
Time : Schedule Which objectives ? What way ?
Cost : Budget estimating and tracking Who ? How ?
Quality : Level of accuracy Reportingto whom ? Who is responsible ? Of what ?
Risk : Identification of Threats & Opportunities Actions to implement Warning Systems
Human Resources Who ? When ? Competencies ? Responsibilities ?
Contract - Procurement With whom ? How ? What type of contracts ?
Information - Communications To whom ? When ? What kind of
Definitions
Institut de Formation
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Institut de Formation
Version 2.0 - Aot 2005
Definitions
Quality
Do the right thing right
Cost
Budget, value, control
Time
Schedule, value, controlScope
Needs, objectives and specs
Human ResourcesProductivity & efficiency
Communications
Information System
Procurement
Outsourcing
Risks
Probability,impact & actions
Institut de Formation
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Definitions
Programs Group of projects managed in a coordinated way to
obtain benefits not available from managing them
individually
Project Portfolio Management Selection and support of projects or programs
May be performed by a Project Management Office(PMO)
Guided by the organizations strategic plan
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Institut de Formation
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Definitions
Project types
0: Regular changes on organizations lives.
1: Technically complex but not subject to relationship issues2: Subject to relationship issues but no technical complexity
3: But complex from a technical and people views.
and strategy market demand, organizational need, customer request,
technological advance, legal requirement, etc..
H
T
1
2
0
3
Institut de Formation
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Institut de Formation
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Definitions
Project Stakeholders
Individuals and organizations actively involved in the
project or whose interest may be affected They may be positively or negatively affected by the
projects outcome
They can (and will) exert influence on the projet
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Institut de Formation
Version 2.0 - Aot 2005
Definitions
Key Stakeholders Project Manager Customer
Paying Using
Performing organization include subcontractors (and suppliers)
Team member (include management team) PMO Sponsor Other organizations, lobbies, influencers
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Institut de Formation
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Definitions
PMOOrganizational Unit to centralize and coordinate the management
of projects under its domain
provides support functions training, software, policies & procedures methodologies and templates centralized configuration management and risk mgt
makes recommendations and / or decisions on projects selects and coordinates personnel on projects
monitors projects timelines and budgets coordination of quality standards
Project Objectives (PM) Enterprise & Organizational objectives (PMO)
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Institut de Formation
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Definitions
The process of establishing c lear and achievable objectives, measuring their
achievement, and adjusting performance in accordance with the results of the
measurement is called:
A Strategic planning.
B Contingency planning.C Detailed planning.
D Management by objectives
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Institut de Formation
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Project Life CycleDefinition
Phases thatconnect the beginning of a project to its end
Depends on the industry and products,organizations
Subprojects can have distinctproject life cycles
ProductProductlife cycle (cf.operations,upgrade projects , divestment)!
Time
ProjectProject
Levelof effort
Organizational Points of Control
Phase 1 Phase 2 Phase 3 Phase 4
See figure PMBOK p.24
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Institut de Formation
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Project Life CycleCommon characteristics
Phases are generally sequential and defined by atechnical transfer / handoff
Cost & staffing
Risk and cost of change Stakeholderss influence
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Institut de Formation
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Project Life Cycle
Phases and deliverables A phase is marked by completion of a deliverable :
Tangible work Verifiable
Measurable The sequential logic of the deliverables defines the
characteristics of the product in the project life cycle Project phase is generally concluded with a review of
work accomplished : close current phase and/orinitiatenext
project review ~ phase review ~ phase exits ~ stage gates ~ kill points~ point of control ~ getting milestones
See figure PMBOK p.23
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Institut de Formation
Version 2.0 - Aot 2005
Project Life Cycle
Most project life cycle descriptions have the following characteristics incommon :
A Subprojects, which have their own project life cycle
B A planning and design phase where the product is designed, and where costs
and schedules are worked out
C A correlation between cost and staffing throughout the life of the project
D The same number of phases regardless of the type of project
Project sponsors have the greatest influence on the scope, quality, time and
cost of the project during the :
A Concept phase
B Development phase
C Execution phase
D Close-down phase
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Project environment
Technological Complexity
Transfer
Resource availability
Physical Geography
Climate
Ground, air, etc.
Infrastructure Communications
Logistics
Transport
Economic Rate exchange
Funding availability
Economic factors
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Institut de Formation
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Project environment
Politico-legal Regulations
Political system
Legal & fiscal systems
Socio-cultural Project compatibility with
values
Resistance to change
Organizational Hierarchy
Decision chain
Autonomy
Procedures
Relationship with otherorganizational entities
Required collaboration
Expected support Procedures
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Institut de Formation
Version 2.0 - Aot 2005
Project environment
A group of related projects that are managed in a coordinated way that usuallyinclude an element of ongoing activity is called a :
A Major project
B Project office
C Program
D Group of projects
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Project environment
It is critical to complete a thorough
analysis of the projects environment Key factors
Current state Future state
Potential impact (positive or negative)
Plan of action
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Organizations
2 types of project-based organizations1. Organizations that performs primarily projects
under contract
2. Organizations adopting management by projects
Questions :
How is the organization affecting the project ? What are the organizations cultural values ?
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Organizations
Organizational structures
The functional organization
The projectized organization The matrix organization
Weak
project expediter organization
project coordinator organization
Balanced
Strong
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Project Management FrameworkVersion . - Aot
The functional organization
Projectcoordination
Upper Management
Marketing Engineering Logistics
Staff
StaffStaff
Staff
Staff
StaffStaff
StaffStaff
Staff
Staff
StaffStaff
involved staff
Typicalstructure
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The functional organization
Main characteristics & advantages Resources grouped by area of specialization
1. Mono-functional projects : within function2. Pluri-functional projects : across functions
Development of technical excellence
Clear technical objectives and priorities
Supervision by specialists
Synergy among specialists Stable relations
Control of quality and performance
Team members report to only one supervisor
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The functional organization
Main inconveniences Specialty first, project second
Project manager has very little authority
Difficulty in coordination between functions Nobody responsible for multi-functional projects
Contribution to overall performance difficult tomeasure
Subordination of the project objectives to thetechnical objectives
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The projectized organization
Upper Management
Project Manager Project Manager ProjectManager
StaffStaff
StaffStaff
StaffStaff
Staff
Staff
Staff
Staff
Staff
Staff
ProjectCoordination
Typicalstructure
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The projectized organization
Main characteristics & advantages Operational freedom, autonomy, adaptability
Project manager fully accountable
Client-results orientation Clear overall responsibility and priorities
Easier performance evaluation
Schedule and cost consciousness
Interdisciplinary contact
Identification with project : motivation and loyalty
Clear communication channels with stakeholders
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The projectized organization
Main inconveniences Duplication of facilities and job functions
No home when project is done
Inability to develop technical expertise Less efficient use of resources
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The matrix organization
Upper Management
IS/IT Marketing Engineering
StaffStaff
Staff
StaffStaff
Staff
StaffStaff
StaffStaff
Staff
Staff
StaffStaff
Weak Matrix
ProjectCoordination
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46Project Management FrameworkVersion 2.0 - Aot 2005
The matrix organization
Upper Management
IS/IT Marketing Engineering
StaffStaff
Staff
Project ManagerProject Manager
Staff
StaffStaff
StaffStaff
Staff
Staff
StaffStaff
Balanced Matrix
ProjectManagement
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The matrix organization
Upper Management
IS/IT Marketing Engineering
StaffStaff
Staff
StaffStaff
Staff
StaffStaff
StaffStaff
Staff
Staff
StaffStaff
Manager of
Project Managers
ProjectManager
ProjectManager
ProjectManager
Strong (tight) Matrix
ProjectCoordination
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The matrix organization
Main advantages Combines advantages of both functional
and project structures Project objectives highly visible Improved project manager authority Trade-off and balance among :
cost-time-quality projects
Better distribution of information horizontally and vertically
More efficient use of scarce resources
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The matrix organization
Main inconveniences Administrative complexity (policies & procedures)
Staffing requires extensive negotiations
Team members report to at least 2 supervisors Priority conflict between functional managers and PM
Added complexity to monitor and control
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The matrix organization
Project managers role
Responsibility for results
Liaisons with client & other stakeholders
Shared responsibility for personnel evaluation andpromotion decisions
Development of management standards & methods
Determines when and what
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The matrix organization
vs Functional managers role Technical quality of projects
Development of technical excellence
Efficient use of department resources Personnel management
Development of technical standards & methods
Corporate memory
Determines who and how
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The matrix organization
The project-function interface
Functional
heads
authority
Project
managers
authority
FunctionalStructure
WeakMatrix
BalancedMatrix
StrongMatrix
ProjectStructure
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The matrix organization
Main impacts : on organization Lateral relations Ambiguity and gray areas
Shared and individual accountability Multiple command structures Flexibility and adaptability Conflicting relationsConflicting relations
Decentralized decision making Participative decision making
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The matrix organization
Main impacts : on top management
Increased need to manage
power balance between projects and functions
circulation of information
decision-making process
climate or culture
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The matrix organization
Main impacts : on functional managers
sharing resources
conflicts with functional priorities
increased complexity in :
workload planning
control
evaluation maintaining lesprit de corps within function
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The matrix organization
Main impacts : on specialized resources Insecurity and frustration caused by
Temporary relations Dual command Shared responsibility Conflicts
More horizontal communications
Increased technical interdependencies and project
constraints Greater need for compromise
Sharing of time among various obligations
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Upper Management
IS/IT Marketing Engineering
StaffStaff
Staff
StaffStaff
Staff
StaffStaff
StaffStaff
Staff
Staff
StaffStaff
ProjectCoordination
Project expediter organization
ext
Typicalstructure
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Project expediter organization
Main characteristics
The expediter provides assistance on anas-needed basis
He forwards decision to be made by management
Fits functional organization andsmall projects
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Project expediter organization
Role of the expediter Little formal authority
Staff assistant role
Makes few decisions on own Responsibility lies in assuring timely arrival of materials
and completion of tasks
Communicate back problems
Can offer suggestions and recommendations Must motivate workers over whom he/she has no authority
Must persuade those in positions of authority to keepprojects moving
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Project coordinator organization
Upper Management
IS/IT Marketing Engineering
StaffStaff
Staff
StaffStaff
Staff
StaffStaff
StaffStaff
Staff
Staff
StaffStaff
ProjectCoordination
Typicalstructure
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Project coordinator organization
Main characteristics and advantages
Staff person moved out of regular job reporting tohigher level manager in hierarchy
Higher authority to assign work to individuals acrossrange of functional organizations
Used by top management forstrategic studies
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Project coordinator organization
Main inconveniences
Shared authority : worker must satisfy two bosses
functional manager still responsible for
performance of workers in theaccomplishment of project activities
upper level management not ready to cope with problemsarising from shared authority
line-staff project manager reporting to a division have noauthority over those portions of project in other divisions
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Organizations
MatrixOrganizationType
ProjectCharacteristics
Functional
Weak Matrix Balanced Matrix Strong Matrix
Projectized
Project ManagersAuthority
Little or none Limited Low toModerate
Moderate to high High to almosttotal
% of personnelassigned full time
Virtually none 0-25% 15-60% 50-95% 85-100%
Project Managers
Role
Part time Part time Full time Full time Full time
Common Titles ofRole
ProjectCoordinator /
Project Leader
ProjectCoordinator /
Project Leader
Project Manager/ Project Officer
Project Manager /ProgramManager
Project Manager /ProgramManager
PM AdministrativeStaff
Part time Part time Part time Full time Full time
Organizational Structure Influences on projects
PM
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Organizations
An authority continuum
Functional
Matrix
Projectized
Weak
Multi-project
Single Project
P.M. = has no authority outside function
Balanced
PE
PC
Strong
P.M. = authority over resources;
sharing resources among projects
P.M. = staff position to functional head;
communication
P.M. = staff position to upper management;
authority to assign mandates
P.M. = permanent position outside functional depts;shares authority with functional heads
P.M. = exclusive authority over resources
PM authorityType of organization
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Organizations (and PM authority)
A project manager works in a company favoring the weakest authority for the
project manager. The type of organization that holds the project manager to be
the weakest is :
A Projectized organization
B Strong matrix organizationC Weak matrix organization
D Balanced matrix
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Organizations (and projects)
A company has signed a contract for new work that is different from work that
they have done before. The company's strategic plan calls for much of this
kind of work in the future. It is important that they be able to bring the correct
shared resources to work on different parts of the contract. The type of
organization that this suggests is a :
A Functional organization
B Contractor organization
C Matrix organization
D Pure project organization
Complex projects, involving cross-disciplinary efforts, are MOST effectively
managed by :
A Multiple lead project managers
B A functional organization
C A strong matrix organization
D A strong traditional manager
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Organizations (and projects)
A large, complicated software development project is being contemplated by alarge company. The project will be done as part of a company strategic plan.The project will be multifunctional and will require many of the project team
members to work on multiple other projects during the life of this project. Thebest kind of organization to support this project is which of the following ?
A ProjectizedB FunctionalC Strong matrix
D Weak matrix
The manager of a large corporation wants to sign a contract to build a nuclear
power plant in Botswana several thousand miles away from the home office.
The project will take several years to build and test.
What type of organization will be best for managing this project ?
A Functional organization
B Contractor organization
C Matrix organization
D Pure project organization
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Organizations (and HR)
A project manager wants to have some of the people trained on his project
team. The project team is working in a balanced matrix organization.
Generally, the approval for this training should come from which of the
following managers?
A Project manager
B Executive manager
C Functional manager
D Human resources manager
A project manager wants to do as much as she can to help in developing her
project team. A key barrier to project team development is which of the
following ?
A Strong matrix management structure
B Major problems that delay the project completion date or budget targets
C Team members who are accountable to both functional and project managers
D Formal training plans that cannot be implemented
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Organizations (and Communications)
There are many ways to organize projects. The persons involved with these
projects have several titles that describe their management responsibilities.
Which of the following titles describes a person that has a PRIMARY
responsibility for communications ?
A Project manager
B Project manager in a strong matrix environment
C Project manager in a weak matrix environment
D Project expediter
Communication barriers are a more frequent source of conflict in matrix and
projectized environments than functional organizations for all the following
reasons EXCEPT :A Communication is the prime focus of an expediter type of project manager
B Team members are often physically separated in a matrix or project
environment
C There are increased number of levels of authority in a matrix or project
environment
D Team members are often separated in the timing of their contributions to a
matrix or project environment
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PM Processes
Definitions Project management is considered as a number of
inter-linked processes
It is an integrative endeavor A process is a series of actions bringing about a result
(value)
A process is described by its inputs, outputs
(documents), and tools and techniques(mechanism applied to the inputs to create the outputs)
Processes are performed by people
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PM Processes
Process types
Product oriented processes are concerned withspecifying and creating the project product
Project management processes are concerned withdescribing and organizing the work of the project
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Process Groups
Initiating
Monitoring andControlling
Planning
Executing
Closing
See PMBOK p. 40 : PDCA Cycle
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Process Groups
Initiating
Monitoring &Controlling
Planning
Executing
Closing
phase 1 phase 2
Rolling waveplanning
Initiating
Monitoring &Controlling
Planning
Executing
Closing
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Process Groups
Process groups & project life cycles
Level
of effort
PhasePhase
Initiating
Processes
Planning
Processes
Controlling
Processes Closing
Processes
Executing
Processes
Time
ProjectProject
Level
of effort
Concept Development Execution Closing
Organizational Points of Control
Phase 1 Phase 2 Phase 3 Phase 4
Initiati
ng
Control
ling
Planning
Execut
ing
Closi
ng
Initiati
ng
Control
ling
Planni
ng
Execut
ing
Closi
ng
Initiati
ng
Control
ling
Planni
ng
Execut
ing
Closi
ng
Initiati
ng
Control
ling
Planni
ng
Execut
ing
Closi
ng
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Initiating Processes
Integration
Develop projectcharter
Integration
Develop preliminaryproject scope
statement
Executing
processes
Planning
processes
Monitoring &
controllingprocesses
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Planning Processes
Procurement
Plan contracting
RiskRisk
identification
RiskQualitative
Risk analysis
RiskQuantitative
Risk analysis
RiskRisk response
planning
ProcurementPlan purchases
and acquisitions
Human ResourcesHuman resource
planning
CommunicationsCommunications
planning
QualityQuality
planning
Scope
Scopeplanning
Scope
Scopedefinition
TimeActivity
definition
Integration
Develop projectmanagement plan
Cost
Cost budgeting
TimeSchedule
development
RiskRisk management
planning
Cost
Cost estimating
TimeActivity duration
estimating
TimeActivity
sequencing
TimeActivity resource
estimating
Scope
Create WBS
Closing
processes
Executing
processes
Initiating
processes
Monitoring &
controlling
processes
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Executing Processes
CommunicationsInformationdistribution
Procurement
Select seller
Human ResourcesDevelop project
team
ProcurementRequest seller
responses
QualityPerform quality
assurance
IntegrationDirect and manageproject execution
Monitoring &
controlling
processes
Closing
processes
Planning
processes
Human ResourcesAcquire project
team
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Controlling Processes
CostCost
controlQuality
Perform qualitycontrol
RiskRisk monitoring
And control
TimeSchedule
control
Scope
Scope control
ScopeScope
verification
CommunicationsPerformance
reporting
IntegrationIntegrated changecontrol
Closing
processes
Planning
processes
Executing
processes
IntegrationMonitor & control
project work
Human ResourcesManage project
team
CommunicationsManagestakeholders
ProcurementContract
administration
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Closing Processes
ProcurementContractClosure
Integration
Close project
Monitoring &controlling
processes
Planning
processes
Executing
processes
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Test : Framework
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Professional Responsibility
PMI Members must :
1. Maintain high standards ofintegrity
2. Accept responsibility for actions3. Seek to enhance professional capabilities
4. Practice with fairness and honesty
5. Encourage others to act in an ethical andprofessional manner
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Professional responsibility
Maintain high standards of integrity
Be honest
Follow the law
Protect Intellectual property Project first
Stay away from bribes
Report violations
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Professional responsibility
Accept responsibility for actions
Deal with problems and conflicts as they arise
Involve management when the team cant
resolve
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Professional responsibility
Seek to enhance professional capabilities
Continue to learn
Stay aware of best practices and researches
on project management topics Understand your strengths and weaknesses
Plan your professional development
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Professional responsibility
Practice with fairness and honesty (1)
Balance stakeholders interests Get clear and concise requirements
Actively look for competing needs and objectives In conflict management, the customers needs go first
Interact with your team and all stakeholders ina professional and cooperative manner
Understand cultural differences Understand communication preferences when identifyingstakeholders
Respect different work ethics of team members Provide training
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Professional responsibility
Practice with fairness and honesty (2)
Contribute to the project management KB Share lessons learned
Support the education of others on project mgmt Coach other project managers
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Professional responsibility
and..
Encourage others to act in an ethical
and professional manner
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Professional Responsibility
PMI Member Code of Ethics (1)1. professional behavior
Disclose conflicts of interest
Refrain from offering or accepting illegal payments
Conduct research honestly and impartially andmaintain complete research records
Respect and protect IP Seek to enhance their skills
Truthfully represent their qualifications
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Professional Responsibility
PMI Member Code of Ethics (2)2. relationships with clients, employers, and public
Provide clients and employers with honest infor-mation about qualifications and project estimates
Respect implicit non disclosure agreement
Do not take advantage of information acquired
during mission Comply with all applicable laws and customs
Protect the public from harm
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Professional Responsibility
PMI Member Code of Ethics (3)3. obligations to PMI
Respect the rules and procedures of the PMI
Do not engage in activities to compromise thereputation or property of PMI
Cooperate with PMI to review possible ethics or
rule violations Provide accurate and complete information to PMI
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Professional responsibility
PMP Code of Professional Conduct(specific responsibilities) Provide accurate and complete information concerning the
certification program
Report violations of the PMP Code of conduct, and cooperatewith PMI regarding these violations
Provide truthful info on your experience and performance
Support and disseminate the PMP Code of conduct to other
certificants Provide truthful information about project expected results
Maintain and satisfy scope and objectives of professionalservices
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Professional Responsibility
The following are inputs you should consider when gathering data for an ethicaldecision (choose all that apply)
A Customer correspondence
B Third-party opinions
C Legal reviews
D Interviews with involved parties
While managing a team of programmers, you are approached by a team
member who voices displeasure about a co-worker. You take what you believe
to be appropriate measures to ease the tension between the two employees,
but the problem continues. Which of the following should you do next ?
A Consult the Human Resources Department.
B Discipline the employee who is creating the problem.
C Inform the employee who complained to 'take it or leave'.
D Discipline the employee who keeps complaining.
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Professional Responsibility
You are a project manager working on contract for a mid-size pharmaceutical
company. You have just completed execution activities and notice that this
project will be completed on time, but 15% percent under budget. Given that
the client could be saving 15% of the estimated cost, this would mean your
personal bonus and profit to your company would also be reduced. Given the
situation, Which of the following should you do?
A Include activities to lengthen the contract, thus adding the extra 15% to the
total.
B Bill the client for the full cost of the agreed contract.C Add additional requirements that were removed due to cost restraints.
D Inform the client that the project was completed on time and under budget.
When it appears that a design error will interfere with meeting technical
performance objectives, the PREFERRED response is to :
A Decrease the performance value to equal the assessed value
B Develop alternatives solutions to the problem
C Increase the specified value to set a new performance goal
D Reduce the overall technical complexity of the projet
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Professional Responsibility
You are building a water treatment facility. Routine tests reveal that there are
contaminants in the water but that they have an extremely low risk for causing
any sickness. As the project manager, you should :
A Inform the public that a detailed examination has been ordered to determine
the extent to which the problem exists
B Do nothing because there is extremely low risk for sickness except for some
effects on small children and the elderly
C Tell the public there is no problem, except for small children and the elderly
who need to boil the water before drinking
D Educate the public about the advances on water treatment technology and the
industry efficiency and safety record
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Test : Professional Responsibility
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Project Management Framework
Questions