Take the first step to PMP

Online PMdistilled PMP preparatory course Contents

  1. How to prepare
  2. A quick overview of the examination process
  3. Quick introduction to PMBOK V6
  4. The processes in detail
    1. Initiation
      1. Develop project charter
      2. Identify stakeholders
    2. Planning
      1. Develop project management plan
      2. Plan scope management
      3. Collect requirements
      4. Define scope
      5. Create WBS
      6. Plan schedule management
      7. Define activities
      8. Sequence activities
      9. Estimate activity durations
      10. Develop schedule
      11. Plan cost management
      12. Estimate costs
      13. Determine budget
      14. Plan quality management
      15. Plan resource management
      16. Estimate activity resources
      17. Plan communications management
      18. Plan risk management
      19. Identify risks
      20. Perform qualitative risk analysis
      21. Perform quantitative risk analysis
      22. Plan risk responses
      23. Plan procurement management
      24. Plan stakeholder engagement
    3. Executing
      1. Direct and manage project work
      2. Manage project knowledge
      3. Manage quality
      4. Acquire resources
      5. Develop team
      6. Manage team
      7. Manage communications
      8. Implement risk responses
      9. Conduct procurements
      10. Manage stakeholder engagement
    4. Monitoring and controlling
      1. Monitor and control project work
      2. Perform integrated change control
      3. Validate scope
      4. Control scope
      5. Control schedule
      6. Control costs
      7. Control quality
      8. Control resources
      9. Monitor communications
      10. Monitor risks
      11. Control procurements
      12. Monitor stakeholder engagement
    5. Closing
      1. Close project or phase
    6. Learning tests

The knowledge is transferred through;

  • Online 121 classes
  • Assignments (reading PMBOK, learning tests)
  • Doubt clarification sessions
  • Practice tests
  • This is not a record and play course. Personalized attention is provided to the course participants through live online meetings with the instructor.
  • Total effort required for the course (exam readiness) is 80 hours of effort.
  • How fast this can be accomplished depends on the duration of the customized schedule developed for specific participants jointly by the instructor and the participant.

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Pmdistilled PMP Work book

PMdistilledPMPWork book

Communication skills

Check out @HarvardBiz’s Tweet: https://twitter.com/HarvardBiz/status/996208586215886848?s=09

Very true

I always assumed that if something is easy for me, it must be easy for others as well. This article throws more light into it.

Check out @HarvardBiz’s Tweet: https://twitter.com/HarvardBiz/status/994186728394117125?s=09

Do not loose your agility

In order to have an overall understanding of scrum framework, it takes only a couple of hours of reading of scrum guide. As per the founders of scrum, it is a framework which is easy to understand but difficult to implement. The reason being, it is a value based system than a rules driven system. Several discussions are going on in the social media about ‘what is agile?’. I like those self introspection by agilists , because all of us can easily and conveniently forget the fact that agility is based on continuous improvement and it can happen only in an environment based on;

  • Commitment (to the work)
  • Focus (Focused work)
  • Openness (Work environment where people can share their views without fear)
  • Respect (Self respect and mutual respect)
  • Courage (Courage and confidence for decision making)

Many sponsors of agile initiatives do not focus on these aspects, or by the time they realize that these are important,  their organization would have already developed a culture of it’s own with it’s roots on command and control systems, because they hired people with those backgrounds. In such environments, the idea of self organizing teams take a beating. Unfortunately, it is very difficult to re-engineer culture, once it is set.

As an entrepreneur, if you really want to develop a culture conducive for agile and self organizing teams;

  1. Start early, when the organization is still small.
  2. Define your value system (what type of a work environment you want to create)
  3. Recruit the right people who can align with the value system.
  4. Allow the processes to evolve based on the team retrospectives
  5. Do not stick to any one agile framework. Scrum can be a good starting point, then start looking at all other frameworks for good practices.
  6. Implement a reward and recognition system which support the value system

Things to avoid

  • Do not recruit managers/leads who do not have conviction on agile. Many large organizations push their managers to agile certifications just to boast about the number of certified agile masters they have. Certifications does not mean that they are good in agile. Certified scrum masters with conviction on scrum is a very rare breed. If you spot one, recruit, else wait.
  • Avoid recruiting managers who are not willing to unlearn and learn.
  • Avoid recruiting testers with lot of experience in independent manual testing teams. Start looking for testers who are good at test automation and good functional knowledge (learn-ability)
  • Do not have the wrong notion that excellence is linked to experience. Many highly experienced people can become a liability in the agile world.
  • Agile will not solve any of your problems just by implementing a agile framework. Agile will start exposing the weak areas where you need improvement, and these inputs can be easily mistaken as problems of agile when they are actually the problems of the organization/team. Agile will expose the problem areas very fast and it is up to you to address them. That means you get more time to recover and improve. That is the real benefit.

How many of you can really appreciate the airline staff, when the flight is delayed?. Once I reached the airport, they said my flight is delayed by four hours. I got annoyed first. Then I checked the reason. They said the break system have an issue. Immediately I appreciated them for detecting it before take off. A failure detected early. As a sponsor of agile initiative, if you have that kind of a mindset, please embrace it. You must be willing to celebrate a failed early sprint and throw a party for the team for their honesty.  When you go to the gym, what you get first is body pain. If continue it despite the initial pains, then you develop muscles, and you can lift more. That is a good investment.

Some recent PMP V6 faq

If I use the older version of Rita, will it help to appear for pmbok V6 based exam?

It will. Except for ITTO. Just do not follow the inputs, tools and techniques and outputs in Rita. For that refer to PMBOK. Do the chapter end questions of Rita. That will be useful.

How important is to remember ITTO?

Remembering the ITTO (inputs, tools &techniques and outputs) for 49 processes is difficult and at the same time you may get some questions around it. Gamble little bit. Do not prepare focusing on mugging up ITTO. That is not a wise decision.

How important is the knowledge of agile while appearing for PMBOK V6 based PMP exam?

An overall understanding will help. The agile based questions will not be considered for evaluation as of now.

Traditional manager to agile leader

How is agile project management different from traditional project management?. True agile teams are self organising. The problem is given to the team and the team decides how to solve it and who will do what?. This is totally different from traditional project management based on task allocation where the manager decides who will do what and in which order. In agile, as a lead ones sole objective is to get the best out of the team by playing a servant leader role. The focus is on how we can improve than fault finding. As a lead in the agile world ones focus is on capability enhancement than focusing directly on production. When the capabilities improve automatically production improve. The major shift is from a command and control to contribute and collaborate mindset. Io Positional power does not help here. Credibility has to be earned through contribution and collaboration. It calls for real transformation from manager mindset to leadership thinking. Giving away positional power and embracing contribution power is painful and at the same time rewarding.