Agile, Management, Product development, RACI

The RACI Conundrum in Product Environment !

We are all aware of the fact that RACI charts helps us to define the roles and responsibilities with absolute clarity. It helps to make it crystal clear about who is Responsible, Accountable, Consultative and Information recipient for all major tasks in projects which is the foundation for effective teaming. The challenge starts when someone goes beyond their defined responsibilities and accountabilities inorder to make the product better. I have two cases here…

  1. Senior management bypasses the product owner and start providing requirements / changes to the development team. The senior management have the positional power where as the product owner has the expert power. The senior management is not doing it becuase the product owner is bad. They just have this tendency to bypass, and this creates lot of friction at the workplace.
  2. The Q.A professional provides suggestions related to functionality which gets shot down stating that ‘that is not your job’ to realise later that all those suggestions were valid.

In both these scenarios the intent was good and at the same time was contributing to dysfunctional work places. In the first scenario where the senior management was bypassing the product owner, the main root cause was the fact that it is startup, hence too much power (perceived) is centralised at the top, hence nobody dares to correct. The best solution for this scenario is to define a light weight process, train, implement and continuously measure the effectiveness.

In the second scenario, the culprit is conflicting metrics of productivity. For QA it is always about the number of defects detected where as the number of defect detected has a negative impact on the programmer. Quality is conformance to requirements and fitness for use which everyone must appreciate. ‘Non-Conformance to defined requirements’ is easy to be classified as a defect where as when it comes to ‘fitness for use’ especially performance and usability it becomes debatable. Having joint responsibilities for QA and Engineering for customer satisfaction related KPI’s will resolve this issue. That is the main reason why in Agile it is just one development team comprising of both developers and QA.

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AI in Agile – Fastracking Product Backlog

How can AI speed up Product Development using Agile?. I asked Chat-GPT to create a product backlog for a Project Management Information System (PMIS) for EPC Projects along with Story Points, and the result is amazing. Even the story points pattern looks logical.

Here’s a Product Backlog for developing a Project Management Information System (PMIS) for Engineering, Procurement, and Construction (EPC) projects. This backlog includes story points to estimate the effort required to implement each user story.

The product backlog is structured based on different epics and user stories, each assigned story points using the Fibonacci sequence (1, 2, 3, 5, 8, 13, 21, etc.), based on complexity and effort.

Epic 1: Project Planning & Scheduling

Focus: Create and manage project timelines, milestones, and schedules.

  • User Story 1.1:
    As a project manager, I want to create and manage project schedules so that I can track the progress of my project in real-time.
    Story Points: 8
    Acceptance Criteria:
    • A project scheduling tool is integrated into the system.
    • Users can define project phases, tasks, and milestones.
    • Gantt chart visualization is available for schedule tracking.
  • User Story 1.2:
    As a project manager, I want to allocate resources to tasks so that I can ensure the appropriate allocation of workforce and equipment.
    Story Points: 5
    Acceptance Criteria:
    • Ability to assign resources (people, materials, and equipment) to specific tasks.
    • Users can set resource availability and constraints.
  • User Story 1.3:
    As a project manager, I want to track task progress so that I can assess if my project is on schedule.
    Story Points: 5
    Acceptance Criteria:
    • The system can update task completion status based on input from the team.
    • Dashboard shows real-time project progress with color-coded status.

Epic 2: Budget & Cost Management

Focus: Manage project costs, track budget vs actual, and handle procurement activities.

  • User Story 2.1:
    As a project manager, I want to define the project budget, so I can ensure the project stays within financial limits.
    Story Points: 8
    Acceptance Criteria:
    • The system allows input of project cost categories (e.g., labor, materials, equipment).
    • Budget details can be viewed and updated at any time.
  • User Story 2.2:
    As a project accountant, I want to track expenses against the budget, so I can ensure the project remains within financial limits.
    Story Points: 8
    Acceptance Criteria:
    • The system tracks actual expenses and compares them to the budget.
    • Alerts are generated when the project is at risk of exceeding budget.
  • User Story 2.3:
    As a procurement officer, I want to create and manage purchase orders so that I can track the procurement of materials and equipment.
    Story Points: 5
    Acceptance Criteria:
    • The system supports creating, approving, and managing purchase orders.
    • The status of each purchase order can be tracked.

Epic 3: Document Management

Focus: Manage the large number of documents (contracts, drawings, permits) involved in an EPC project.

  • User Story 3.1:
    As a project team member, I want to upload and store project documents in the system so that they are easily accessible for all authorized users.
    Story Points: 5
    Acceptance Criteria:
    • The system allows users to upload and store different types of documents (PDF, Excel, Word, etc.).
    • Documents can be categorized by project phase, department, and document type.
  • User Story 3.2:
    As a project manager, I want to assign document access rights, so that only authorized personnel can access sensitive documents.
    Story Points: 8
    Acceptance Criteria:
    • User roles and permissions can be set for each document.
    • A document management dashboard shows access history and changes.
  • User Story 3.3:
    As a project team member, I want to track document revisions so that I can work with the most up-to-date version.
    Story Points: 5
    Acceptance Criteria:
    • Version control is in place for all uploaded documents.
    • Users can see document revision history and view previous versions.

Epic 4: Risk Management & Reporting

Focus: Identify, assess, and mitigate project risks while providing real-time reporting.

  • User Story 4.1:
    As a project manager, I want to track risks and mitigation actions so that I can manage potential issues before they impact the project.
    Story Points: 8
    Acceptance Criteria:
    • The system allows risk identification, categorization, and assessment.
    • Risk mitigation strategies can be tracked with assigned responsibilities and deadlines.
  • User Story 4.2:
    As a project manager, I want to generate real-time project status reports, so that I can keep stakeholders informed.
    Story Points: 8
    Acceptance Criteria:
    • The system provides customizable project reports (e.g., financial, timeline, task status, resource utilization).
    • Reports can be generated on-demand and emailed to stakeholders.
  • User Story 4.3:
    As a project manager, I want to receive automatic notifications for any identified project risks, so I can take prompt action.
    Story Points: 5
    Acceptance Criteria:
    • The system sends automated alerts when a risk reaches a predefined threshold.
    • Notifications are configurable based on the project manager’s preferences.

Epic 5: Collaboration & Communication

Focus: Facilitate communication between team members, stakeholders, and clients.

  • User Story 5.1:
    As a project team member, I want to have a messaging system integrated into the PMIS so that I can communicate directly with other team members.
    Story Points: 5
    Acceptance Criteria:
    • The system has an integrated messaging or chat feature.
    • Team members can message each other based on project role or task.
  • User Story 5.2:
    As a project manager, I want to have a meeting scheduling and tracking feature, so I can keep track of upcoming meetings and their agendas.
    Story Points: 3
    Acceptance Criteria:
    • Users can schedule meetings with other project stakeholders.
    • A calendar view shows all scheduled meetings and agendas.
  • User Story 5.3:
    As a project team member, I want to comment on tasks and documents, so I can provide feedback or ask questions.
    Story Points: 5
    Acceptance Criteria:
    • Users can add comments to tasks and documents.
    • Comments are tracked and associated with specific tasks or documents.

Epic 6: Compliance & Quality Assurance

Focus: Ensure project compliance with industry standards and regulatory requirements.

  • User Story 6.1:
    As a compliance officer, I want to track and ensure that all regulatory and quality standards are met during the project.
    Story Points: 8
    Acceptance Criteria:
    • The system allows tracking of compliance documents, certifications, and audits.
    • Alerts are triggered for non-compliance issues or overdue certifications.
  • User Story 6.2:
    As a quality manager, I want to create and track quality inspections and audits to ensure that project standards are met.
    Story Points: 5
    Acceptance Criteria:
    • Quality inspection forms can be created, assigned, and tracked within the system.
    • The system records inspection results and compliance status.

Epic 7: User Management & Security

Focus: Manage user access and ensure the security of the PMIS.

  • User Story 7.1:
    As an administrator, I want to manage user roles and permissions, so that each team member has appropriate access.
    Story Points: 5
    Acceptance Criteria:
    • Admins can assign roles (e.g., project manager, procurement officer, accountant).
    • Access levels (read, write, admin) are configurable for each role.
  • User Story 7.2:
    As an administrator, I want to ensure the system is secure by implementing two-factor authentication (2FA) for all users.
    Story Points: 8
    Acceptance Criteria:
    • Two-factor authentication is enabled for all users logging into the system.
    • Users are prompted to set up 2FA upon their first login.

Backlog Prioritization and Story Point Summary

Total Story Points:
The total story points for the entire backlog are approximately 84 points. The stories range from foundational tasks like user management and basic scheduling to more complex functionality like real-time reporting, risk management, and compliance tracking.

Suggested Sprint Breakdown

  • Sprint 1: Focus on core features like project planning & scheduling (User Story 1.1, 1.2, 1.3) and user management & security (User Story 7.1, 7.2).
  • Sprint 2: Develop budget & cost management (User Story 2.1, 2.2, 2.3) and document management (User Story 3.1, 3.2, 3.3).
  • Sprint 3: Implement risk management & reporting (User Story 4.1, 4.2, 4.3) and collaboration & communication (User Story 5.1, 5.2, 5.3).
  • Sprint 4: Work on compliance & quality assurance (User Story 6.1, 6.2) and refine existing features.

This structure helps keep the project manageable and ensures that core features are prioritized while delivering incremental value in each sprint.

This really exceeded my expectation. This is definitely going to make the Product owner either more productive or obsolete.

You can validate these results by comparing it with a real PMIS product features at Wrench Smart Project

Health Safety & Environment

Humanising Safety

While clicking randomly, capturing the humans of my village, captured a stark reality (see his fingers) —one that often remains invisible to those who benefit from large infrastructure projects but do not experience their human costs firsthand. The irony is that while safety gear like helmets and jackets are visible signs of compliance, the deeper issues—chronic exposure to hazards, lack of proper medical care, and absence of bargaining power—are often ignored.

The real value of learning, particularly in areas like environment, health, and safety (EHS), lies not just in theoretical compliance but in its practical and ethical application. Without empathy and concern, these principles remain checkboxes rather than forces for real change. Workers like the one you photographed are not just laborers; they are stakeholders in these projects, yet they lack the power to negotiate better conditions.

The challenge, then, is how to bridge this gap. Can engineers, managers, and policymakers go beyond regulatory checklists and integrate human dignity into safety protocols? Can technology or process innovations reduce these risks meaningfully? More importantly, can the education system cultivate professionals who feel responsible for the unseen struggles of these workers?

Perhaps the goal should not just be optimizing safety but humanizing it.

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What is Industry 4.0?

Industry 4.0 refers to the fourth industrial revolution, a term that represents the transformation of traditional manufacturing and industrial practices through the integration of advanced technologies. It builds upon previous industrial revolutions (mechanization, mass production, and automation) and introduces cutting-edge innovations to create more efficient, flexible, and data-driven manufacturing systems. Key elements of Industry 4.0 include:

  1. IoT (Internet of Things): The connection of machines, devices, and systems via the internet, enabling them to collect, exchange, and analyze data in real time. This interconnectedness helps optimize processes and improve decision-making.
  2. Smart Manufacturing: The use of smart devices and automation systems to enhance manufacturing processes. This includes robots, 3D printing, and automated assembly lines, which can operate autonomously or with minimal human intervention.
  3. Big Data and Analytics: The collection and analysis of vast amounts of data generated by machines and sensors. By analyzing this data, manufacturers can predict maintenance needs, optimize production, and improve product quality.
  4. Artificial Intelligence (AI) and Machine Learning: AI algorithms that help automate tasks, optimize processes, and enhance decision-making in real time. Machine learning can be used to analyze historical data and make predictions or adjust operations for improved efficiency.
  5. Cyber-Physical Systems (CPS): The integration of physical systems (like machines and robots) with computer-based systems (like software and sensors). CPS enables real-time monitoring, control, and optimization of manufacturing processes.
  6. Cloud Computing: Storing and processing data in the cloud, allowing companies to access real-time information and scale resources without investing heavily in on-site infrastructure.
  7. Advanced Robotics: Highly sophisticated robots that can work alongside humans, perform complex tasks, and adapt to changing environments. These robots improve efficiency and safety in production environments.
  8. Augmented Reality (AR) and Virtual Reality (VR): Technologies that provide immersive, real-time data visualization, training, and maintenance assistance. For example, AR can help workers with assembly tasks by overlaying instructions onto their field of view.
  9. Additive Manufacturing (3D Printing): The ability to quickly create complex parts and products from digital designs. This reduces waste, shortens production cycles, and allows for greater customization.

Key Benefits of Industry 4.0:

  • Improved Efficiency: Automation, data analysis, and smarter systems lead to faster and more efficient production processes.
  • Increased Flexibility: Industry 4.0 technologies allow manufacturers to respond quickly to changes in demand, product specifications, and production schedules.
  • Enhanced Quality: Real-time data and monitoring lead to higher consistency and fewer defects in products.
  • Cost Savings: Automation and predictive maintenance reduce downtime, energy consumption, and unnecessary labor costs.
  • Customization and Innovation: Companies can more easily produce customized products and experiment with new design concepts using 3D printing and flexible manufacturing systems.

Challenges:

  • Cybersecurity: The more interconnected systems become, the more vulnerable they are to cyberattacks. Ensuring the security of data and devices is a critical challenge.
  • Skill Gaps: The implementation of advanced technologies requires workers with new skills, creating the need for ongoing training and education.
  • High Initial Investment: The upfront cost of implementing Industry 4.0 technologies can be prohibitive for some businesses, particularly small and medium-sized enterprises (SMEs).

In summary, Industry 4.0 is about leveraging technology to create smarter, more efficient manufacturing environments that are capable of producing more personalized and high-quality products while optimizing operations and reducing costs.

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General project management questions asked in IT project management interviews

Interviewing for an IT Project Manager position typically involves questions that assess both technical skills and project management capabilities. Here are some common questions you might encounter:

General Project Management Questions

  1. Can you describe your experience managing IT projects?
  • Focus on the types of projects you’ve managed, the size and scope, and any specific technologies involved.
  1. How do you prioritize tasks in a project with tight deadlines?
  • Discuss techniques like MoSCoW prioritization, critical path method, or Agile methodologies.
  1. How do you handle scope creep in a project?
  • Provide examples of how you managed changes in project scope, including communication with stakeholders and the use of change control processes.
  1. Describe a time when a project you were managing failed. What happened, and how did you handle it?
  • Be honest about the situation and highlight what you learned and how you applied those lessons in future projects.
  1. How do you manage stakeholder expectations?
  • Explain your approach to communication, regular updates, and managing conflicting interests.

Technical Knowledge Questions

  1. What project management methodologies are you familiar with, and which do you prefer?
  • Mention methodologies like Agile, Waterfall, Scrum, or Kanban and provide reasons for your preference based on project types.
  1. How do you ensure quality in the deliverables of an IT project?
  • Discuss quality assurance processes, testing strategies, and how you incorporate feedback loops.
  1. Can you describe your experience with project management software/tools?
  • Mention tools like Jira, Trello, Microsoft Project, or Asana and describe how you’ve used them.
  1. How do you manage risks in an IT project?
  • Talk about risk identification, analysis, mitigation strategies, and any risk management frameworks you’ve used.
  1. What role does IT governance play in your projects, and how do you ensure compliance?
  • Discuss your understanding of IT governance frameworks (e.g., COBIT) and how you ensure adherence to regulations and standards.

Behavioral Questions

  1. Tell me about a time when you had to manage a difficult team member. How did you handle it?
  • Focus on your conflict resolution skills, communication strategies, and the outcome.
  1. Describe a situation where you had to motivate a team during a challenging project.
  • Highlight your leadership style and how you keep the team focused and motivated under pressure.
  1. How do you handle pressure and multiple deadlines?
  • Discuss your time management skills, prioritization techniques, and stress management.
  1. Tell me about a project where you had to collaborate with multiple departments. How did you ensure successful communication and coordination?
  • Focus on your cross-functional collaboration skills, tools you used for communication, and how you aligned different teams towards a common goal.
  1. Describe a situation where you had to adapt to a significant change in a project.
  • Talk about your adaptability, how you managed the change, and the steps you took to ensure the project’s success.

Situational/Scenario Questions

  1. If a project is running behind schedule and over budget, what steps would you take to get it back on track?
  • Provide a detailed approach, including reassessing the project plan, reallocating resources, or negotiating scope changes.
  1. You are assigned a project with limited resources. How would you go about completing it successfully?
  • Discuss your resource management strategies and how you prioritize essential tasks.
  1. How would you approach a project where the requirements are not clearly defined?
  • Emphasize the importance of gathering detailed requirements, stakeholder engagement, and iterative development approaches.
  1. Imagine a key team member leaves the project suddenly. How would you manage this situation?
  • Focus on your contingency planning, knowledge transfer practices, and team management skills.
  1. A client is unhappy with the deliverables but the project is almost complete. How do you handle this situation?
  • Discuss your approach to client communication, negotiation, and finding a balanced solution that meets the client’s needs.

These questions cover a broad range of skills and scenarios that an IT Project Manager may encounter. Prepare examples from your past experiences that demonstrate your ability to handle these challenges effectively.

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PMdistilled User Guide

The PMdistilled Guide is a good resource for everyone who wants to master professional project management based on globally accepted project management best practices. This is also a very good resource for those who are preparing for leading PMI and Agile certifications.

If you are using the PMdistilled Guide with the intention of acquiring more knowledge, then read the entire contents from start to finish.

If your objective is passing project management credentials like PMP, CAPM etc, then;

  • Focus on only the highlighted texts.
  • Read the topic completely, only if the topic is new to you.
  • Certification related exams like PMP, focuses on the high level understanding of the concepts and their application, hence a cursory knowledge is sufficient except for topics like critical path and earned value management.
  • Leverage the practice tests

If your objective is to pass Agile certifications then read complete details

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Indian Infrastructure Project cost overrun at INR 4,82,529 Crores

The Indian Infrastructure project cost overrun stand at INR 4,82,529 Crores, which translates to around 18.65% of the original cost. According to reports by the Ministry of Statistics and Programme Implementation (MSPI), out of 1820 infrastructure projects (projects with more than 100 Cr budget), 848 were delayed and 431 reported cost overruns.

Cost variance

  • Budgeted cost of the 1820 projects = 25,97,066 Crores
  • Estimated cost at completion = 30,69,595 Crores
  • Cost overrun = 4,82,529 Crores

Schedule variance

  • 848 projects got delayed, out of the total number of 1820 infrastructure
  • For 298 projects, neither the year of commissioning nor the tentative gestation period has been reported
  • Out of 848 delayed projects;
    • 202 projects had a delay between 1 to 12 months
    • 200 projects had a delay between 13 to 24 months
    • 323 projects had a delay between 25 to 60 months
    • 123 projects had a delay above 60 months

Root causes for time over runs

  • Delays in land acquisition
  • Delays in clearances from environment and forest departments
  • Lack of infrastructure support
  • Project tendering delays
  • Engineering delays
  • Delays due to scope change
  • Procurement delays
  • Law and order problems
  • Pandemic

For a large number of projects, the project executing agencies are not reporting the revised cost estimates. May be, they do not have any clue about it.

How do these numbers compare with the global benchmarks?

The global benchmark for schedule and cost overruns for infrastructure projects can vary depending on the specific type of project, its complexity, location, and other factors. However, studies and reports often cite figures that suggest significant challenges in this area.

One widely referenced study is the “Global Infrastructure Hub’s Global Infrastructure Outlook” report, which provides comprehensive analysis on infrastructure investment needs and trends worldwide. According to this report and other similar studies, schedule overruns of 20% to 25% and cost overruns of 50% to 100% (18%) are not uncommon for large infrastructure projects.

Observations

When compared to global benchmarks, the cost and schedule overruns of Indian infrastrcture projects are within the global benchmarks. However there are many projects which are not included in the report by MSPI. Another point to be noted is the calculation of schedule variance. It is calculated based on the latest revised schedule, not based on the initial schedule. Third point is, this is not done sector wise, hence may lack accuracy.

References

Minstry of Statistics & Programme Implementation

Global Infrastructure Hub’s Global Infrastructure Outlook

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Future of Operations Managers

Proliferation of AI into day to day business operations are forcing professionals to seek meaningful pivots to their careers which will help them to leapfrog into blue ocean opportunities which can leverage their current knowledge and experience. Today I had a very meaningful discussion in this regard, with a senior operations manager of a well known multinational bank. She is at the crossroads of her career and want to plan ahead pro-actively. . Here are the key aspects of our conversation;

Question 1 – If there is another round of downsizing, the pure advisory roles will be affected first. With the next promotion, I will get into the advisory role. What do you suggest?

Answer – You are right. Stick to hands on operations role.

Question 2 – Will mastering professional project management based on a globally accepted standard like PMBOK will help me to grow professionally

Answer 1 : As an operations manager one get amble opportunities to leap into leadership roles by taking up the ownership for internal projects and driving them to closure successfully. In most of the digital transformation projects, the operations (functional) managers has a major role to play. In one bank where I worked closely with the digital transformation project teams, the operations managers were acting as the product owners and owning up the product backlog grooming and prioritization. By mastering professional project management skills, operations managers will be able to act as very effective product owners becuase of their knowledge about how things really work (domain knowledge).

Answer 2 – Slowly but surely, the digital transformation projects will start leveraging the power of artificial intelligence. Without domain knowledge it is impossible to identify opportunities for leveraging AI in operations. Again, all AI projects have to take the iterative and incremental (agile) path to get perfected. This will again open up opportunities for those operations managers who understand how agile and AI projects work, so that they can contribute and grow without loosing their hands on touch on operations.

Answer 3 – Most of the banks outsource their software development work to other organizations. If one is looking for career swith from a functional organization to a projectized organization, then there are amble opportunities for those operations managers with good domain and project management knowledge and credentials.

Conclusion

Operations managers with project management skills and high level knowledge about AI will be in super demand in the near future, provided they are able to contribute to those internal projects combining their experience, knowledge and project management skills. Or, if they are aspiring for a career swith to IT companies, there are many who are seeking competent professionals who can translate their knowledge, experience and project management skills into tangile deliverables or services for their clients.

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Critical Success factors for project success

Projects are considered as successful, if they are completed on time, within budget, met the scope and achieved the business objectives of the project. How do we really achieve Poject sucess?

Initiation

  • Right Project Selection – If the project does not have a strong business case, it will fail eventually

Planning

  • Right project execution strategy (Agile, Waterfall, Hybrid) – A wrong project execution strategy can fail a project. For example, projects where scope is not clear, techno;ogy is new calls for agile / iterative development, till there is clarity. Once clarity is established, the rest of the project can follow waterfall or hybrid.
  • Right tools & techniques (Scheduling, Estimation, Project Management Information Systems) – On many occassions projects fail becuase the right tools are not used effectively.
  • Developing the subsidiary plans – Generally speaking, nothing good happens in projects without proper planning. For project success, one need to plan the following;
    • Quality management plan
    • Communications management plan
    • Procurement management plan
    • Resource management plan
    • Risk management plan
    • Schedule management plan
    • Stakeholder management plan
    • Change management plan
    • Configuration management plan
  • Developing the integrated project plan – For monitoring and controlling at a project level, all the subsidiary plans and the various other lower level plans must be integrated into a cohesive integrated project plan.

Execution

  • Executing the project as per the plan
  • Corrective and preventive actions

Monitoring & Controlling

  • Lag indicators
    • Schedule variance
    • Schedule performance index
    • Cost variance
    • Cost performance index
    • Scope variance
    • Quality issues
    • Risks occured
  • Lead indicators
    • Estmated date of completion (work package, milestone, project)
    • Estimated cost at completion
    • Anticipated risks

Closing

  • Closing phase
  • Closing project

A quick look at the PMP certification

  • Project Management Professional (PMP) is the most popular project management certification in the world. Right now, there are more than 1400000 PMP certfied professionals across the World. According to PMI Survey, PMP certified project professionals earn 16% more than their counterparts who are not PMP Certified.
  • The PMP certification is based on the Project Management Body Of Knowledge (PMBOK) by Project Management Institute (PMI,USA) . The PMBOK covers;
    • Predictive Project Management (Waterfall)
    • Agile Project Management (Adaptive)
    • Hybrid Project Management
  • Before applying for the PMP Certification, it is mandatory to attend 35 hours of formal project management training based on PMBOK.

Eligibility

OR

Exam content

People (42%)

  • Manage conflict
  • Lead a team
  • Support team performance
  • Empower team members and stakeholders
  • Build a team
  • Address and remove impediments
  • Negotiate
  • Collaborate with stakeholders
  • Build shared understanding
  • Engage and support virtual teams
  • Define team ground rules
  • Mentor relevant stakeholders
  • Application of emotional intelligence to improve team performance

Process (50%)

  • Execute project with the urgency required to deliver business value
  • Manage communications
  • Assess and manage project risks
  • Engage stakeholders
  • Plan and manage budget and resources
  • Plan and manage schedule
  • Plan and manage quality
  • Plan and manage scope
  • Integrate project planning activities
  • Manage project changes
  • Plan and manage procurements
  • Manage project artifacts
  • Determine appropriate project methodology
  • Establisg project governance structure
  • Manage project issues
  • Ensure knowledge transfer
  • Plan and manage project/phase closure or transitions

Business environment (8%)

  • Plan and manage project compliance (EHS)
  • Evaluate and deliver project benefits and value
  • Evaluate and address external business environment changes for impact on scope
  • Support organizational change

Why do PMP certified professionals earn 16% more than their counterparts?

  • They understand the critical parameters that must be monitored and controlled for project success
  • They understand the building blocks and their inter-relationships for monitoring and controlling the lead and lag indicators
  • They understand the need for Project Management Information Systems
  • They understand the globally accepted project management vocabulary, hence can communicate better
  • PMP certification is an endorsement for minimum viable professional project management knowledge to be effective in larger projects

Preperation for PMP with a right balance of theory and practice will tremendously crash the learning curve to master professional project management based on a globally recognized standard (PMBOK).

To learn more about the PMdistilled PMP Preperation Program, Click here