CAPM® Exam Preparation

Profesor:
Yebel Piñón Avilés, PMP, APM
ypinon@itesm.mx

CAPM® es una marca registrada del Project Management Institute, Inc.



Requisitos Certificación CAPM®

Categoría 1 Categoría 2

Educación High School Diploma High School Diploma

Formal

Experiencia Ninguna 1500 horas durante por

Profesional en lo menos 5 años en los
Project Mgmt. últimos 8 años
Horas de 23 Ninguna
entrenamiento
en PM (PDU´s)

CAPM® es una marca registrada del Project Management Institute, Inc.



Costo del Examen

•  Miembros del PMI: USD$ 225
•  No miembros: USD$ 300
•  Costo de membresía: USD$ 32
•  Costo de repetición de examen:
– Miembros USD$ 150
– No miembros USD$ 200


Proceso de Solicitud, Notificación y

Programación de Examen


Proceso de Solicitud
Candidato PMI / Prometric
Llena solicitud vía WEB Revisa y procesa la información
www.pmi.org Envía Carta de Elegibilidad

Paga el examen Envía notificación de

Auditoria Aleatoria (30% de las programación de examen e
solicitudes) instrucciones
Solicita lugar, fecha y hora de Confirma lugar, fecha y hora de
examen examen

Presenta examen Envía certificado CAPM®



Características Generales del

Examen de Certificación


Características del Examen

•  150 preguntas de opción múltiple.
•  3 horas de duración.
•  10 áreas de conocimiento de la gestión de
proyectos
•  Las áreas de conocimiento están mezcladas.
•  El punto de aprobación se establece en cada
examen (aprox. 105 aciertos).
•  Se permite calculadora básica.
•  Se provee lápiz y papel. Se devuelve al salir.


Características del Examen

•  Una sola respuesta.
•  Algunas opciones distraen, lo que dice es cierto pero
no responden a la pregunta.
•  Algunas preguntas acerca de inputs y outputs.
•  Algunas preguntas requieren dibujar redes.
Preguntas posteriores hacen referencia a las mismas
redes.

PMBOK® Guide
•  PMBOK: Project Management Body of
Knowledge.
•  Propósito: Identificar las técnicas,
herramientas y procesos de la gestión de
proyectos generalmente reconocidas como
mejores prácticas.

PMBOK® Guide es una marca registrada del Project Management Institute, Inc.


Mapa de
procesos de
la Gestión de
Proyectos


Tema 1:
Project Management Framework


Framework
PMBOK® Chapters 1,2,3

PMBOK® Guide es una marca registrada del Project Management Institute, Inc.


PMBOK Chapter 1
Introduction

PMBOK® Guide es una marca registrada del Project Management Institute, Inc.

PMBOK® Guide
•  PMBOK: Project Management Body of
Knowledge.
•  Purpose: Identify that subset of the Project
Management body of knowledge that is
generally recognized as good practice.

“The organization and/or project

management team is responsible
for determining what is
appropriate for any given project”.

PMBOK® Guide es una marca registrada del Project Management Institute, Inc.

Project
•  A project is a temporary endeavor
undertaken to create a unique product,
service or result.
•  Progressive Elaboration.
•  Project vs. Operational (ongoing) Work.
•  Projects and Strategic Planning.

Project Management
•  PM is the application of knowledge, skills, tools
and techniques to project activities to meet
project requirements.
•  The Project Manager is the person responsible
for accomplishing the project objectives.
•  The Project Constraints:
–  Scope - Budget
–  Quality - Resources
–  Schedule - Risk

Programs and Program Management

•  A Program is a group of related projects

managed in a coordinated way to obtain
benefits and control not available from
managing them individually.
•  Program management is the centralized
coordinated management of a group of
projects to achieve the program´s strategic
objectives and benefits.

Portfolios and Portfolio Management

•  A portfolio refers to a collection of projects or

programs and other work that are grouped
together to facilitate effective management of
that work to meet strategic business
objectives.
•  Project Management Office (PMO) is an
organizational unit to centralize and
coordinate the management of projects under
its domain.


PMBOK Chapter 2
The Project Life Cycle and Organization

PMBOK® Guide es una marca registrada del Project Management Institute, Inc.

The Project Life Cycle
•  All projects can be mapped to the following
life cycle structure:

–  Starting the project.

–  Organizing and preparing.
–  Carrying out the project work.
–  Closing the project.

The Project Life Cycle

The Project Life Cycle

Project Stakeholders
•  Persons or organizations, who are actively
involded in the project or whose interests may
be positively or negatively affected by the
performance or completion of the project.

Project Stakeholders

Key Stakeholders
•  Customers / users.
•  Sponsor.
•  Portfolio / Program managers.
•  Project management office (PMO).
•  Project managers.
•  Project team.
•  Functional managers.
•  Sellers / business partners.

Organizational influences
•  The organizational culture, style, and
structure influence how projects are
performed. An organization´s degree of
project management maturity and its project
management system can also influence the
project.

Organizational Structure

Functional Organization

Projectized Organization

Weak Matrix Organization

Balanced Matrix Organization

Strong Matrix Organization

Project Management System
•  The PMS is the set of tools, techniques,
methodologies, resources, and procedures used
to manage a project.
•  It can be formal or informal.
•  If a PMO exist, one of their functions would be to
manage the project management system.

Enterprise Environmental Factors
•  Organizational culture,structure, processes.
•  Government or industry standards.
•  Infraestructure.
•  Existing human resources.
•  Personnel administration.
•  Company work authorization systems.
•  Marketplace conditions.
•  Stakeholder risk tolerances.
•  Political climate.
•  Organization´s established communications channels.
•  Commercial databases.
•  Project management system.

Organizational Process Assets
•  Processes and Procedures.
–  Policies
–  Templates
–  Controls

•  Corporate Knowledge Base.

–  Project files
–  Historical information
–  Databases


PMBOK Chapter 3
Project Management Processes for a
Project

PMBOK® Guide es una marca registrada del Project Management Institute, Inc.

Project Management Process Groups


Mapa de
procesos de
la Gestión de
Proyectos

Project Management Process Groups
•  Initiating: Those processes performed to define a new project or a
new phase of an existing project by obtaining authorization to start
the project or phase.
•  Planning: Those processes required to establish the scope of the
project, refine the objectives, and define the course of action
required to attain the objectives that the project was undertaken to
achieve.
•  Executing: Those processes performed to complete the work
defined in the project management plan to satisfy the project
specifications.
•  Monitoring and Controlling: Those processes required to track,
review and regulate the progress and performance of the project;
identify any areas in which changes to the plan are required; and
initiate the corresponding changes.
•  Closing: Those processes performed to finalize all activities across
all Process Groups to formally close the project or a phase.

Project Management Knowledge Areas
•  1. Project Integration Management: includes the processes and
activities needed to identify, define, combine, unify, and coordinate the
various processes and project managament activities within the Project
Management Process Groups.
•  2. Project Scope Management: includes the processes required to
ensure that the project includes all the work required, and only the work
required, to complete the project succesfully.
•  3. Project Schedule Management: includes the processes required to
manage timely completion of the project.
•  4. Project Cost Management: includes the processes involved in
estimating, budgeting, and controlling costs so that the project can be
completed within the approved budget.
•  5. Project Quality Management: includes the processes and activities
of the performing organization that determine quality policies,
objectives, and responsibilities so that the project will satisfy the needs
for which it was undertaken.

Project Management Knowledge Areas
•  6. Project Resources Managament: includes the processes that
organize, manage and lead the project team.
•  7. Project Communications Management: includes the processes
required to ensure timely and appropriate generation, collection,
distribution, storage, retrieval, and ultimate disposition of project
information.
•  8. Project Risk Management: includes the processes of conducting
risk management planning, identification, analysis, response planning,
and monitoring and control on a project.
•  9. Project Procurement Management: includes the processes
necessary to purchase or acquire products, services, or results needed
from outside the project team.
•  10. Project Stakeholder Management: includes the processes
required to identify the people, groups, or organizations that could
impact or be impacted by the project, to analyze stakeholder
expectations and their impact on the project, and to develop
appropriate management strategies for effectively engaging
stakeholders in project decisions and execution.

Key Terms
- Project - Project management
- Progressive elaboration - General management
- Knowldege areas - Project portfolio management
- Project lifecycle - Product lifecycle
- Deliverables - Stakeholders
- Project sponsor - Functional organization
- Matrix organization - Projectized organization
- Process
- Project Management Office (PMO)
- Project management system (PMS)
- Project Management Information System (PMIS)
- Rolling wave planning

Key Concepts
•  What a project and project management is.
•  What the project management knowledge areas are.
•  What the process groups are.
•  The mapping of the 49 project management processes to the five project
management process groups and the ten project management knowledge
areas.
•  The differences between programs and projects.
•  What a deliverable is and how it's used.
•  What a project sponsor is and how he or she is involved with the project.
•  The differences between functional, matrix, and projectized organizations.
•  The differences between leaders and managers.
•  The differences between standards and regulations.
•  The relationship between project lifecycle and project management
processes.
•  Triple constraint of project management.


¿Dudas o Comentarios?

Yebel Piñón Avilés, PMP, APM

ypinon@itesm.mx