PRAIZION PMP®  EXAM IMMERSION STUDY PLAN
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PMPECO_to_PMBOKMap
 DAYPEOPLEPMBOK 6AGILE PRACTICE GUIDE
1 Domain 1: Task 1 (Manage conflict)9.5 Manage TeamChapters 4 & 5, Page 93
2 Domain 1: Task 2 (Lead a team)9.4 Develop TeamChapters 4 & 5, Page 93
3 Domain 1: Task 3 (Support team performance)9.4 Develop Team & 9.5 Manage TeamChapters 4 & 5, Page 93
4 Domain 1: Task 4 (Empower team members and stakeholders)9.4 Develop Team & 9.5 Manage TeamChapters 4 & 5, Page 93
5 Domain 1: Task 5 (Ensure team members/stakeholders are adequately trained)9.4 Develop Team & 9.5 Manage TeamChapters 4 & 5, Page 93
6 Domain 1: Task 6 (Build a team)9.4 Develop Team & 9.5 Manage TeamChapters 4 & 5, Page 93
7 Domain 1: Task 7 (Address and remove impediments, obstacles, and blockers for the team)9.4 Develop Team & 9.5 Manage TeamChapters 4 & 5, Page 93
8 Domain 1: Task 8 (Negotiate project agreements)12.2 Conduct Procurements & PlanningChapters 4 & 5, Page 77, Page 93
9 Domain 1: Task 9 (Collaborate with stakeholders )13.3 Manage Stakeholder EngagementChapters 4 & 5, Page 93
10 Domain 1: Task 10 (Build shared understanding)4.3 Direct and Manage Project Work
4.4 Manage Project Knowledge
Chapters 4 & 5, Page 93
11 Domain 1: Task 11 (Engage and support virtual teams )9.3 Aquire Resources
9.4 Develop Team
9.5 Manage Team
Chapters 4 & 5, Page 93
12 Domain 1: Task 12 (Define Team Ground Rules) )9.1 Plan Resource ManagementChapters 4 & 5, Page 93
13 Domain 1: Task 13 (Mentor relevant stakeholders)13.3 Manage Stakeholder Engagement
9.4 Develop Team
Chapters 4 & 5, Page 93
14 Domain 1: Task 14 (Promote team performance through the application of emotional intelligence)9.4 Develop Team & 9.5 Manage TeamChapters 4 & 5, Page 93
 PROCESS  
15 Domain 2: Task 1: Execute Project With the Urgency Required to Deliver Business Value4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work
Chapters 2 & 3, Page 100 & 121 – 123
16 Domain 2: Task 2 Manage Communications Chapter 10Page 94
17 Domain 2: Task 3 (Assess and Manage Risks) Chapter 11Page 94
18 Domain 2: Task 4 (Engage Stakeholders) Chapter 13Page 95
19 Domain 2: Task 5 (Plan and Manage Budget and Resources) Chapter 7Page 92
20 Domain 2: Task 6 (Plan and Manage Schedule) Chapter 6Page 92
21 Domain 2: Task 7 (Plan and Manage Quality of Products/Deliverables)Chapter 8Page 93
22 Domain 2: Task 8 (Plan and Manage Scope ) Chapter 5Page 91
23 Domain 2: Task 9 (Integrate Project Planning Activities)Chapter 4
4.1 Develop Project Management Plan
Page 91
24 Domain 2: Task 10 (Manage project changes) Chapter 4
4.1 Develop Project Management Plan
4.6 Perform Integrated Change Control
Chapters 2 and 3
25 Domain 2: Task 11 (Plan and Manage Procurement) Chapter 12Page 77, Page 95, 
26 Domain 2: Task 12 (Manage project artifacts) Chapter 4
4.1 Develop Project Management Plan
4.6 Perform Integrated Change Control
Chapter 5
27 Domain 2: Task 13 (Determine appropriate project methodology/methods and practices) 4.1 Develop Project Charter
4.2 Develop Project Management Plan
Chapters 2 & 3, Page 100 & 121
123 & 126 – 138
28 Domain 2: Task 14 (Establish project governance structure) 4.1 Develop Project Charter
4.2 Develop Project Management Plan
Chapter 6
29 Domain 2: Task 15 (Manage project issues) 4.3 Direct and Manage Project WorkPage 58 – 59 & Page 121 – 123
30 Domain 2: Task 16 (Ensure knowledge transfer for project continuity) 4.4 Manage Project KnowledgeChapter 5 & Page 50
31 Domain 2: Task 17 (Plan and manage project/phase closure or transitions) 4.7 Close Project or PhaseChapter 5
 BUSINESS  
32 Domain 3: Task 1 (Confirm project compliance requirements)4.1 Develop Project Charter
4.2 Develop Project Management Plan
8.1 Plan Quality Management
11.2 Identify Risks
Chapter 6
33 Domain 3: Task 2 (Evaluate and deliver project benefits and value )4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.5 Monitor and Control Project Work
4.7 Close Project or Phase
Chapter 6
34 Domain 3: Task 3 (Evaluate and address external business environment changes for impact on scope)4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.5 Monitor and Control Project Work
4.7 Close Project or Phase
Chapter 6
35 Domain 3: Task 4 (Promote team performance through the application of emotional intelligence)9.4 Develop Team & 9.5 Manage TeamChapter 6
36People Mock ExamAllAll
37Process Mock ExamAllAll
38Business Mock ExamAllAll
39Wrap-up revisionAllAll
40Take a final 180 Question Mock ExamAllAll

I often say Agile is not a methodology. It is a mindset, a way of thinking and a way of life for those who truly are agile. Have you seen people that pretend to be Agile, but they’re something different?

 

We commonly encounter people who pretend to be Agile, but they’re something else. All the time, it’s that Agile in name only kind of situation where they’re doing Daily standups and maybe they’re doing Sprint Planning, and that means they’re doing Agile. However, they’re still doing all the Waterfall, traditional phased approach, and all the significant planning upfront, which really kind of defeats the purpose. Many people have this pretense. If they are still doing Waterfall, just be honest about it. Don’t call it what it’s not; don’t say it’s Agile.

 

So many people are new to Agile. They’ve heard of Kanban but are just discovering the nuances and process of Agile.

 

Some folks and organizations fear the Agile terrain, which has a basic framework of Scrum. The two most basic frameworks of Agile are Scrum and Kanban. There’s really nothing to be concerned or afraid of. Let’s discuss their reasoning and see if we can ease people’s minds about utilizing Agile.

 

First, obviously, it’s different. It is very, very, very different, and that always causes a little bit of anxiety. Another reason is that organizations and people often feel that maybe it leaves them with a lack of control. They might feel Agile is chaotic, and they’re going to lose control. Agile is definitely a change to most people because it uses some crazy terms like decentralizing decision-making. It doesn’t need management in a team. This uniqueness just makes people leery of it. There are so many mechanisms, built-in risk mitigation factors. It’s such a transparent process that it is exceedingly difficult for people to hide and do the wrong things. That’s really the key. It reduces anxiety because many things are built to help make sure people are making good decisions.

 

Which leads to something else, we want to start encouraging organizations and ourselves as well. We want to encourage that concept or that belief, that experimentation is good, right? Everything we do is an experiment, so we’re going to try something that we believe is the right thing to work on, and we’re going to get to the end of whatever it is in a very short amount of time. We’re going to discover if it was the right thing or not, and if it’s not, we will change right there.

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