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PMBOK® STRUCTURE
PRINCIPLES
01.Stewardship
02. Team
03. Stakeholders
04. Value
05. Systems Thinking
06. Leadership
07. Tailoring
08. Quality
09. Complexity
10. Risk
11. Adaptability and Resilience
12. Change
PERFORMANCE DOMAINS
01. Stakeholders
02. Team
03. Development Approach and Life Cycle
04. Planning
05. Project Work
06. Delivery
07. Measurement
08. Uncertainty
CONCLUSIONS AND FINAL COMMENTS - PMP Exam
INTRODUCTION
PRINCIPLES
STANDARDS AND PMBOK
PERFORMANCE DOMAINS
01. Stewardship
02. Team
03. Stakeholders
04. Value
05. Systems Thinking
06. Leadership
07. Tailoring
08. Quality
09. Complexity
10. Risk
11. Adaptability and Resilience
12. Change
01. Stakeholders
02. Team
03. Development Approach and Life Cycle
04. Planning / 05. Project Work / 06. Delivery
07. Measurement
08. Uncertainty
CONCLUSIONS
1. Introduction
2. The relationship between the PMBOK® 7th Edition and PMBOK® 6th Edition
3. The Process Group Practice Guide
4. Difference between the Process Group Practice Guide and the PMBOK® 6th Edition
5. The Process Group Practice Guide approach
6. Comments about the PMP exam and knowledge
7. Final comments
Intro
Question 1: Disengaged team members
Quesiton 2: Improving a Product after project closure
Question 3: Key stakeholders being difficult
Question 4: Unfair conditions on your project
Question 5: Product being discontinued
Question 6: An opportunity for another area
Question 7: Executives limiting resources
Question 8: Using Agile or Waterfall
Question 9: Defects and issues causing concern
Question 10: Brainstorming Risks
Always remember, I believe in you.
PMBOK 7th Edition Introduction
Twelve Principles of project management
Three PMBOK Sections
SECTION I - Project Performance Domains
Stakeholder Performance
Team Performance
Development approach and life cycle
Planning
Project Work
Delivery
Measurement
Uncertainty and Risk
SECTION II - Tailoring
Why Tailor?
What to Tailor
The Tailoring process
Tailoring the Performance Domains
SECTION III - Models, Methods and Artifacts
Models
Methods
Artefacts
Well done!