8/15/2024

PMBOK® Guide – 6th & 7th Edition

PMP® Exam Preparation Course
Based on PMP ECO2021

Framework – V10

Subject: PMBOK7th PMBOK6th

The Standard For Project
Management
Chapter:
Chapter (Section one – Below 1. Introduction
standard section): 2. The Environment In Which
Framework Projects Operate
1. Introduction
2- A System for Value Delivery 3. The Role Of The Project
Manager
3- Project Management
Principles

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Percentage of Items
Domain
on Test

I. People 42% 50% 50%

Predictive Agile/Hybrid
Approaches Approaches
II. Process 50%
III. Business
Environment 8%

Total 100% 2021 PMP Exam Content Outline

Operations vs Project

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Operations Management

Project Operation

High Uncertainty Low

• Unique • Ongoing
• Temporary • Repetitive
• Definite Start & End Date • Functional Manager
• Project manager • Projects outputs
• Product owner become operations

Operations Management
Agile Classical
Project Operation
Project

High Uncertainty Low

• SCRUM • PMBOK • ISO 9001

• Kanban • PRINCE2 • APQC
• ….

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What is Project?
• A project is a temporary endeavor undertaken to create a unique product,
service, or result.

 Unique product, service, or result

 Temporary endeavor
 Projects drive change
 Projects enable business value creation
 Project Initiation Context

Introduction & Framework

A Project can create:
• A product that can be either a component of another item.
• A service or capability (Business Function that support production)
• An Improvement in existing product or service line (Six Sigma)
• A Result as an outcome or document

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Project Initiation Context

Meet Regulatory, Legal, or Social Requirements

Satisfy Stakeholder Requests or Needs

Create Projects reasons

Implement or Change Business or Technological

Strategies

Create, Improve, or Fix Products, Processes, or

Services

Projects and Strategic Planning

As a result of Market demand As a result of Strategic As a result of Social need
opportunity/business need

As a result of Environmental As a result of Customer As a result of As a result of Legal

consideration request Technological advance requirement

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Introduction & Framework

 Deliverable: Any unique and verifiable product, result, or capability to perform a
service that is required to be produced to complete a process, phase or project.

 Product: An artifact that is produced, is quantifiable, and can be either an end item in
itself or a component item. Additional words for products are material and goods.

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Project, Program, Portfolio

• A Portfolio is defined as projects, programs, subsidiary portfolios,
and operations managed as a group to achieve strategic

Portfolio objectives. Portfolio management is defined as the centralized

management of one or more portfolios to achieve strategic
objectives. The programs or projects of the portfolio may not
necessarily be interdependent or directly related.

• Program management is defined as the application of

knowledge, skills, and principles to a program to
Program achieve the program objectives and to obtain benefits
and control not available by managing program
components individually.

• Project management is the application of knowledge,

Project skills, tools, and techniques to project activities to meet
the project requirements.

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Relationship of Project, Program, Portfolio and Operation

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Project, Program, Portfolio

Doing The Right Things

Portfolio

Realizing The Benefits

Program

Doing Things Right

Project

A Project may or may not be a part of a program ,but a program

will always have projects.

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Relationship of Project, Program, Portfolio

A portfolio refers to projects, programs, sub portfolios, and operations managed as
a group to achieve strategic objectives.

Maximizing the return on its

investments

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Example of a Portfolio

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Example of a Portfolio

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Project Management
 Predictive (Plan-driven):
Scope defined in detail early in the project Detailed plans are created

 Agile (change-driven):
Scope cannot be defined up front Smaller increments

 Hybrid:
Uses aspects of both predictive and agile

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Project Framework
Questions
Question #1:
A friend tells you that he has been assigned to a project to improve air quality
near the refinery. The project title does not say anything to you, so you want him
to explain what tangible items the project will produce. What do you ask about?

 A) Project deliverables
B) Project activities
C) Project phases
D) Project objectives

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Project Framework
Questions
Question #2:
To develop and launch a new product a company initiates five projects. One of
the projects is considered strategic and others support the initiative. The projects
will use resources from different departments within the company and are
sponsored by two private organizations. What is the best course of actions to
improve management and effectiveness of the projects?
 A) Integrate projects into a program
B) Assign experienced managers for the projects
C) Ensure that the sponsors understand interrelations between the projects
D) Get a single sponsor for the projects

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PMBOK 7th VS. PMBOK 6th Changes

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PMBOK 7th VS. PMBOK 6th Changes

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Process Groups
Initiating

Planning

Executing

Monitoring & Controlling

Closing
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Task 2: Evaluate and Deliver Project Benefits and Value

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Task 2: Evaluate and Deliver Project Benefits and Value

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Task 2: Evaluate and Deliver Project Benefits and Value

 Benefit: A gain realized by the organization and beneficiaries through portfolio,

program, or project outputs and resulting outcomes.

 Intangible Benefit: A benefit that cannot be directly measured objectively and instead
relies on a proxy or representative, measure, or evaluation.

 Tangible Benefit: A benefit that can be measured objectively based upon evidence.

 Benefit Owner: The individual or group accountable for direction, related decisions,
realization, and sustainment of benefits throughout the organization’s benefits
realization management life cycle.

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Task 2: Evaluate and Deliver Project Benefits and Value

Benefit Register
Benefits Register Benefit Attributes
Benefit

Benefit Expected
Benefit Label Benefit Description Metrics Etc. Notes
ID

Owner Timing

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Interrelationship of Needs Assessment and Critical

Business/Project Documents

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Business Case

 Business needs
 Analysis of the situation
 Recommendation
 Evaluation

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Project Benefits Management Plan

Timeframe for
Strategic
Target benefits realizing
alignment
benefits

Benefits owner Metrics Assumptions

Risks

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Develop Project Charter

 Develop Project Charter is the process of developing a document that formally
authorizes the existence of a project and provides the project manager with the
authority to apply organizational resources to project activities.
 The key benefits: It provides a direct link between the project and the strategic
objectives of the organization, creates a formal record of the project, and shows the
organizational commitment to the project.
 The project charter establishes a partnership between the performing and requesting
organizations.

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Develop Project Charter

Tools & Techniques

Input  Expert judgment
 Data gathering
Business documents • Brainstorming Outputs
• Business case • Focus groups  Project charter
• Benefits management plan • Interviews
 Assumption log
 Agreements  Interpersonal and team
 Enterprise environmental skills
factors • Conflict management
 Organizational process assets • Facilitation
• Meeting management
 Meetings

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Develop Project Charter

Project Charter
It documents the high-level information on the project and on the product, service, or result the
project is intended to satisfy, such as:

Measurable project High-level project

Project purpose objectives and related High-level requirements description, boundaries,
success criteria and key deliverables

Summary milestone Preapproved financial

Overall project risk Key stakeholder list
schedule resources

Name and authority of

Assigned project
Project approval the sponsor or other
Project exit criteria manager, responsibility,
requirements person(s) authorizing the
and authority level
project charter

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Develop Project Charter

Benefits of Project Charter
Without project charter, project manager can not be successful.

Project charter may be prepared by project manager but must be published by sponsor.

Project charter is broad enough therefore there is no change during execution.

Recognizes (Authorize) the project.

Gives the project manager the authority to spend money and commit resources.

High level requirements of the project are defined.

Links project to ongoing work of the organization.

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Develop Project Charter

Assumption Log
High-level strategic and operational assumptions and constraints are normally
identified in the business case before the project is initiated and will flow into the
project charter.
They may not be entirely based on fact.

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Develop Project Management Plan

 Develop Project Management Plan is the process of defining, preparing, and
coordinating all plan components and consolidating them into an integrated project
management plan.
 The key benefit: the production of a comprehensive document that defines the basis of
all project work and how the work will be performed.
 The project management plan defines how the project is executed, monitored and
controlled, and closed. The project management plan’s content varies depending on the
application area and complexity of the project.

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Project Framework
Questions
Question #3:
A project status report informs the stakeholders that the design phase of the e-
learning project has been accomplished. Which of the following statements best
describes the phase completion?

A) Project charter is signed

B) Needs of project stakeholders are determined
C) Planning processes are completed

 D) phase deliverables are completed

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Project Framework
Questions
Question #4:
The deliverables of a two-year-long project have just been accepted. It is four
months late, but the customer is pleased to have it. The project manager is glad
to be done with the deliverables but is concerned about the cost and schedule
over runs. He decides to re-run the initial cost-benefit analysis using the actual
project costs. Where should the project manager obtain the initial cost-benefit
analysis?
A) From the customer
 B) The business case
C) The project charter
D) The benefits management plan
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A System for Value Delivery

2.2
2.3 Functions 2.4 The 2.5 Product
2.1 Creating Organizational
Associated Project Management
Value Governance
with Projects Environment Considerations
Systems

2.1 Creating Value

2.1.2 Information Flow
Desired outcomes, Deliverables with support
Strategy benefits, and value and maintenance information

Senior Program and

Portfolio Operations
Leadership Projects

Portfolio performance Performance information Information for updates,

information and progress fixes, and adjustments

Outcomes, Benefits, Value Performance Analysis

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2.2 Organizational Governance Systems

Governance Framework

Governance is the framework within authority is exercised in

organizations. The frameworks includes but not limited to:

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2.3 Functions Associated With Projects

Regardless of how projects are coordinated, the collective effort of the project team
delivers the outcomes, benefits, and value. examples of this functions:

2.3.1 Provide Oversight and Coordination

2.3.2 Present Objectives and Feedback
2.3.3 Facilitate and Support
2.3.4 Perform Work and Contribute Insights
2.3.5 Apply Expertise
2.3.6 Provide Business Direction and Insight
2.3.7 Provide Resources and Direction
2.3.8 Maintain Governance
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Project Influences

Influences

EEFs Internal OPAs

Processes,
Corporate
External Internal Policies, and
Knowledge Base
Procedures

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2.4 The Project Environment

Projects exist and operate within internal and
external environments that have varying degrees
of influence on value delivery. These influences
can yield a favorable, unfavorable, or neutral
impact on project characteristics, stakeholders, or
project teams.

2.4.1 Internal Environment

2.4.2 External Environment

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Enterprise Environmental Factors

Internal EEF External EEF

• Organizational culture, structure, and • Marketplace conditions
governance • Social and cultural influences and
• Geographic distribution of facilities issues.
and resources. • Legal restrictions.
• Infrastructure. • Commercial databases.
• Information technology software. • Academic research.
• Resource availability. • Government or industry standards.
• Employee capability. • Financial considerations.
• Physical environmental elements.

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Organizational Process Assets (OPA)

 Organizational process assets (OPAs) are the plans, processes, policies, procedures, and
knowledge bases specific to and used by the performing organization.
 These assets influence the management of the project.
 The OPAs also include the organization’s lessons learned from previous projects and
historical information. OPAs may include completed schedules, risk data, and earned
value data. Since OPAs are internal to the organization, the project team members may
be able to update and add to the organizational process assets as necessary throughout
the project.
 They may be grouped into two categories:
 Processes, policies, and procedures; and
 Organizational knowledge bases.

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2.5 Product Management Considerations

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Tailoring
 This guide and The Standard for Project Management are recommended references for
tailoring, because these standard documents identify the subset of the project
management body of knowledge that is generally recognized as good practice.
 “Good practice” does not mean that the knowledge described should always be applied
uniformly to all projects.

 Project management methodologies may be:

 Developed by experts within the organization,
 Purchased from vendors,
 Obtained from professional associations, or
 Acquired from government agencies.

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Organizational Project Management (OPM)

The purpose of OPM is to ensure that the organization undertakes the right projects and
allocates critical resources appropriately. OPM also helps to ensure that all levels in the
organization understand the strategic vision, the initiatives that support the vision, the
objectives, and the deliverables.
Organization Environment
Portfolio Review and Adjustment

Programs & Operations:

Portfolio:
Projects: Business
Strategy Value
Results Value
Decisions
Delivery Realization

Business Impact Analysis

Value Performance Analysis
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Project Management Office (PMO)

 A project management office (PMO) is an organizational structure that standardizes the
project-related governance processes and facilitates the sharing of resources,
methodologies, tools, and techniques.
 Facilitates the sharing of resources, methodologies, tools, and techniques.

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PMO Types
Controlling
02 Provide support and require compliance
The Degree of control is Moderate

01
Supporting
Provide a consultative role
Supplying templates….

03 Directive
The degree of control is low

Take control of the projects

The degree of control is High

$45x
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PMO Types
Directive Manages all Projects throughout organization

Controlling or
Coordinates all projects within the organization
Directive

Recommends common terminology, templates and reporting and other

Supportive procedures to be used on projects throughout the organization to
promote consistency and streamline effort.
Controlling or
Prioritizes projects
Directive
Directive
Has the highest level of control over the projects

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Project Manager VS. PMO

PMO manages major program
scope changes to better achieve
PM focus on Objectives business objectives.

PMO shared organizational

PM controls the assigned resources across all projects
project resources
PMO manages the
PM manages the constraints methodologies standards

PM VS PMO
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Project Management Office (PMO)

PMO represents a management structure that standardizes project-
related governance processes and facilitates the sharing of resources,
tools, methodologies, and techniques.

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Enterprise-level PMO (EPMO)

 Links implementation of organizational strategy with portfolio-level investments in
programs and projects
 This structure exists in organizations with well-established project management
capabilities.

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Agile Center of Excellence (ACoE) or Value Delivery Office (VDO)

 Organizations with flatter structures, customer-centered initiatives, and more

adaptive
 Organizations adopting more decentralized structures where teams need to respond
quickly to changing customer needs.
 Serves an enabling role, rather than a management or oversight function.
 Focuses on coaching, and mentoring.

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Project Framework
Questions
Question #5:
The types of project management office (PMO) structures in organizations
include all of the following EXCEPT:
A) Supportive PMOs that provide a consultative role to projects by supplying
templates, best practices, training, access to information, and lessons learned
from other projects.
B) Controlling PMOs that provide support and require compliance through various
means.
 C) Harmonizing PMOs that strive to reduce conflict and improve harmony among
project team members.
D) Directive PMOs that take control of the projects by directly managing the
projects.
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Project Framework
Questions
Question #6:
For the first time, you have been assigned to be a project manager. During the
develop project management plan process you are struggling with the content of
a scope management plan. To get support you should apply to?

A) Functional manager
 B) Project management office
C) Sponsor
D) Work authorization system

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Organizational Structure Types

 Determination of the appropriate organizational structure type is the result of the
study of tradeoffs between two key variables.
 The variables are: organization structure type and how to optimize them.

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Organizational Structure Types

Weak Balanced Strong

Functional Projectized
Matrix Matrix Matrix

The closer an organization aligns itself to either a Functional or Projectized

Organization Structure determines which manager type has more authority.

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The classic functional organization

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Weak Matrix Organizations

Managing Director

Engineering Procurement Construction

Project Staff Staff Staff

Coordination
Level Staff Staff Staff

Staff Staff Staff

Staff Staff Staff

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Coordinator or Expediter
 Weak matrix organizations maintain many of the characteristics of a functional
organization, and the role of the project manager is more of a coordinator or expediter.
 A project expediter works as staff assistant and communications coordinator. The
expediter cannot personally make or enforce decisions.
 Project coordinators have power to make some decisions, have some authority, and
report to a higher-level manager.

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Balanced Matrix Organization

Managing Director

Engineering Procurement Construction

Staff Staff Staff

Project
Coordination
Staff Staff Staff
Level
Staff Staff Staff

Project Manager Staff Staff

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Balanced Matrix Organization

Pros. Cons.

Adaptable to changing environment More than 1 Boss

Retains Functional Team More Complex to Control

More Support from Functional Organization Tough resource allocation

Utilize scarce resources Infighting: Resource & Priorities Conflicts

Efficient Use of Resources Need Extensive Policy and Procedure

Home Based Stressful: Higher Potential for Conflict

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Strong Matrix Organizations

Managing Director

Manager of
Engineering Procurement Construction Project Manager
Project Manager

Project Staff Staff Staff

Coordination
Level
Staff Staff Staff
Project Manager

Staff Staff Staff

Project Manager
Staff Staff Staff

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Projectized Organization
Project Coordination Level
Managing Director

Project A Project Manager Project B Project Manager

Engineering Procurement Construction Engineering Procurement Construction

Piping Before PO Fabrication Piping Before PO Fabrication

Civil After PO Assembly Civil After PO Assembly

Mechanic Mechanic

Electrical Electrical

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Projectized Organization

Who
Org. Project Project PM
Work Groups Resource Manages
Structure Manager’s Manager’s Administrative
Arranged by: Availability the Project
Type Authority Role Staff
Budget?

Full-time
Project High to High to Project
Project designated Full-time
Oriented almost total almost total manager
job role

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Projectized Organization

Pros. Cons.

Project Focus and Priority No “home”

Unity of Command Lack of Professionalism

Loyalty Difficult Post-Project Transition

Effective Project Communications Expensive: Duplication of Facilities

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Organizational Structure Types

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What is Project Management?

 Project management is the application of knowledge, skills, tools and techniques to
project activities to meet the project requirements.
 Science and Art: Effective project management =doing most important work, doing right
work correctly and in the most time- and cost-effective manner.

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Who is Project Manager?

 As Project Manager, juggling all of the balls is important, but keeping your eye on the
right ball is the key to delivering truly successful projects.
 Interpersonal and team skills, team building, are useful than command and control.

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The Project Manager Competences

Skills to effectively The knowledge,
apply project skills, and
management behaviors needed
knowledge to to guide, motivate,
deliver the desired and direct a team,
outcomes for to help an
programs or organization
projects. achieve its business
goals

• The knowledge of and expertise in the industry and organization that

enhanced performance and better delivers business outcomes.
• Ability to see the high level overview of the organization and
effectively negotiate and implement decisions.

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Interpersonal Skills of a Project Manager

Leadership Team building Motivation Networking Communication Influencing Negotiation

Decision making Active listening Trust building Conflict Coaching

management

Political and cultural awareness 74

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Project Sponsor
 A sponsor is the person or group who provides resources and support for the project and
is accountable for enabling success.
 The sponsor leads the project through the initiating processes until formally authorized,
 The sponsor may also be involved in other important issues such as authorizing changes
in scope, phase-end reviews, and go/no-go decisions when risks are particularly high.

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Sponsor
 Decision leadership that is outside of the authority.
 Links the project team with the strategy and big-picture.
 Maintaining alignment with the organization’s strategy.
 Facilitates engagement and decision making and ensures that the skills and resources
needed are available.

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Project Customers and End Users

 Customers are the persons or organizations who will approve and manage the project’s
product, service, or result.
 Users are the persons or organizations who will use the project’s product, service, or
result.

Costumer
Veto
Power (Buyer)

End User

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Project Seller
 Sellers, also called vendors, suppliers, or contractors, are external companies that enter
into a contractual agreement to provide components or services necessary for the
project.

(Seller)

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Business Partner & Function Manager

 Business partners. Business partners are external
organizations that have a special relationship.

 Organizational groups. Organizational groups are

internal stakeholders who are affected by the
activities of the project team.

 Functional managers. Functional managers are key

individuals who play a management role within an
administrative or functional area of the business.

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Typical Cost and Staffing Levels Across a Generic Project

Life Cycle Structure

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Impact of Variables

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Project Phases
 A project phase is a collection of logically related project activities that culminates in
the completion of one or more deliverables.

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Example of a Project Phase

Feasibility Study Design Construction

Phase Gate,
Milestone
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Project Phase Gate

• The closure of a phase ends with some form of transfer or hand-off of the work product
produced as the phase deliverable.
• This point may be referred to as a stage gate, milestone, phase review, phase gate or kill
point and phase entrance or phase exit.
• In many cases, the closure of a phase is required to be approved in some form before it
can be considered closed.
 Go / No Go decision is made in project phase gate for:
 Continue to next phase
 Continue to next phase as modification
 End the project
 Remain in the phase
 Repeat the phase or elements of it.

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Example Of a Project Phase

Sequential Relationship
 A phase starts only when the previous phase is complete.
 The step by-step nature of this approach reduces uncertainty, but may eliminate options
for reducing the overall schedule.
One Approach to cleaning Up a Hazardous Waste Site
Facility Decommissioning Waste Removal/Cleanup Landscaping

Monitoring & Controlling Monitoring & Controlling Monitoring & Controlling

Planning Planning Planning

Initiating Closing Initiating Closing Initiating Closing

Executing Executing Executing

Example Of a Project Phase

Overlapping Relationship
 A phase starts prior to completion of the previous one. This can sometimes be applied as an
example of the schedule compression technique called fast tracking.
 May require additional resources to allow work to be done in parallel, may increase risk, and can
result in rework if a subsequent phase progresses before accurate information is available from
the previous phase.
Potential Approach to Building a New Factory
Design Phase
Monitoring & Controlling
Planning

Construction Phase
Initiating Closing
Monitoring & Controlling
Planning
Executing

Initiating Closing

Executing

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Example Of a Project Phase

Iterative Relationship
 This kind of relationship is a cross between sequential and overlapping relationships. This is
typically used for Agile software development.

Iteration 1 Iteration 2 Iteration 3 Iteration 4

Requirement Requirement Requirement Requirement

Design Design Design Design

Code Code Code Code

Integration Integration Integration Integration

Test Test Test Test

Deploy Deploy Deploy Deploy

Milestone
 A significant event that normally has no duration.
 It often takes several activities and a lot of work to complete a milestone.
 Useful tools for setting schedule goals and monitoring progress.

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PDCA Cycle (Plan-Do-Check-Act)

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Project Framework
Questions
Question #7:
While the five process groups are usually completed in order, they often overlap
with each other throughout the project. Which two process groups usually do not
overlap during the course of the project?

 A) Initiating and Closing

B) Initiating and Executing
C) Initiating and Monitoring and Control
D) Planning and closing

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Project Framework
Questions
Question #8:
Which of the following statements is not accurate about the initial phase of a
project?

A) The highest uncertainty is at this stage of the project

 B) The cost associated at the beginning of the project is highest

C) Stakeholders have maximum influence during this phase
D) Staffing levels are the lowest at this stage

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Project Framework
Questions
Question #9:
You are trying to introduce project management in your company. But many
managers do not understand groups of the project management processes and
their interrelationships. What groups are in question?

A) Functional, week matrix, strong matrix, projectized

B) Feasibility, planning, construction, testing, startup
 C) Initiating, planning, executing, controlling, closing
D) Initiating, design, development, testing, maintenance

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Project Framework
Questions
Question #10:
You have reached the end of the design phase of your project. You decide to call a "phase
end review" for obtaining authorization to close the design phase and initiate the next
phase (i.e., execution phase) of your project. Your manager disagrees with your
suggestion. He wants a "kill point" to formally end the design phase of the project. In this
context, you should:
A) Disagree with your manager because you know that phase end reviews should be used
at the end of each phase of the project
 B) Agree with your manager as kill point is a phase-end review
C) Escalate this issue to the project sponsor
D) Take advice from a senior project manager about what should actually be done at the
end of each phase of the project

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Project Framework
Questions
Question #11:
Which of the following factors is lowest at the end of project?

 A) Influence of stakeholders of the product scope

B) Cost of changes
C) Cost of errors correction
D) Probability of successful completion of the project

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3. Project Management Principles

• Principles are guidelines for strategy, decision making, and problem solving.
• They are intended to guide the behavior of people involved in projects.

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3. Project Management Principles

 The 12 principles of project management are aligned with the values identified in the
PMI Code of Ethics and Professional Conduct.
 Four values that were identified as most important to the project management
community:

Responsibility

Respect

Fairness

Honesty

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3. Project Management Principles

Stewardship (3.1)
Collaboration (3.2)
Engage with stakeholders (3.3)
Value (3.4)
System interactions (3.5)
Leadership (3.6)
Tailoring (3.7)
Quality (3.8)
Complexity (3.9)
Risk responses (3.10)
Adaptability and resiliency (3.11)
Change (3.12)

3. Project Management Principles

3.1 BE A DILIGENT, RESPECTFUL, AND CARING STEWARD

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3. Project Management Principles

3.2 CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT

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3. Project Management Principles

3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS

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3. Project Management Principles

3.4 FOCUS ON VALUE

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3. Project Management Principles

3.5 RECOGNIZE, EVALUATE, AND RESPOND TO SYSTEM INTERACTIONS

102

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3.6 DEMONSTRATE LEADERSHIP BEHAVIORS

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3. Project Management Principles

3.7 TAILOR BASED ON CONTEXT

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3. Project Management Principles

3.8 BUILD QUALITY INTO PROCESSES AND DELIVERABLES

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3. Project Management Principles

3.9 NAVIGATE COMPLEXITY

106

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3. Project Management Principles

3.10 OPTIMIZE RISK RESPONSES

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3.11 EMBRACE ADAPTABILITY AND RESILIENCY

108

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3.12 ENABLE CHANGE TO ACHIEVE THE ENVISIONED FUTURE STATE

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Question?

Thank You
Any Questions?

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Let's Do the "Framework" Practice:

Watch the recorded video and read the Booklet!

Answer to the Booklet tests!
Answer to the Practice tests of the Quiz course!
Go to my.pmpiran.com! and answer 70 questions of the "Framework"- Stage1
Summarizing and completing it!
Send your Report to your Mentor!

All Done. Good Luck!

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