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11 enero 2016, cambios de las labores

en cada una de las fases del proyectoDocumento elaborado por PMAsesores,

Global Provider nº 2760 autorizado por el Project Management Institute, Inc.

PMP: Cambios de las labores en cada una de las fases del proyecto

Puntos importantes. Resumen

► Como resultado del RDS, PMI ha cambiado el contenido del examen para obtener

el Certificado PMP.

► Ha renovado y creado nuevas tareas-labores en cada uno de los dominios o fases.

► Este cambio se llevará a cabo a partir de los exámenes del 11 de enero.

► El resultado final serán nuevas preguntas que encajen con estas nuevas y

renovadas labores.

2


¿Que ha ocurrido?

► Recientemente PMI ha realizado un Role Delineation Study (RDS) que le hace

tener una idea de los cambios en el perfil de un Project Manager.

► Fruto del mismo se procederá a la revisión de las preguntas de cara al examen

para obtener la Certificación PMP®. Dicho cambio tendrá lugar el 11 de enero del

2016.

► Una investigación-estudio RDS ayuda a PMI® a establecer la base de

conocimientos, habilidades y competitividad para el papel del Project Manager.

► Un RDS se realiza cada 3-5 años. Este tipo de estudios actualizados aseguran que

el examen sigue evaluando lo que es más importante para ejercer esta profesión,

que evoluciona con el tiempo.

► El RDS identificó que el papel profesional de la gestión de proyectos ha

evolucionado y el examen debe reflejarlo en sus preguntas.

3


¿Qué cambia?

► Para el examen de PMP, las tareas dentro de cada dominio (Inicio, Planificación,

Ejecución, etc.) se han re-descrito o se han añadido nuevas labores.

► En consecuencia, se requieren conocimientos y habilidades, técnicas y

herramientas para apoyar estas tareas.

► El PMBook® no cambia: la versión 5ª sigue siendo la base del examen.

Simplemente hay que tener en cuenta las nuevas labores. En los primeros

exámenes es posible que salgan preguntas relacionadas con las mismas.

► Las siguientes páginas comparan las tareas actuales en cada dominio (2010)

con las nuevas (2015).

► Las palabras clave o frases están marcadas en rojo.

4

http://www.pmi.org/en/Certification/Project-Management-Professional-PMP/~/media/PDF/Certifications/PMP Examination Content Outline_2010.ashx

http://www.pmi.org/~/media/PDF/Certifications/pmp-certification-exam-outline.ashx

Initiation

5


Initiation

6

Task 2010 2015

1 Perform project assessment based

upon available information and

meetings with the sponsor, customer,

and other subject matter experts in

order to evaluate the feasibility of the

new products or services within the

given assumptions and/or

constraints.

Perform project assessment based

upon available information, lessons

learned from previous projects, and

meetings with relevant stakeholders,

in order to support the evaluation of

the feasibility of new products or

services within the given assumptions

and/or constraints.

2 Define the high-level scope of the

project based on the business and

compliance requirements, in order to

meet the customer's project

expectations.

Identify key deliverables based on the

business requirement, in order to

manage customer expectations and

direct the achievement of the project

goals.


Initiation

7

Task 2010 2015

3 Perform key stakeholder analysis using

brainstorming, interviewing, and other

data-gathering techniques, in order to

ensure expectation alignment and gain

support for the project.

Perform stakeholder analysis using

appropriate tools and techniques, in

order to align expectations and gain

support for the project.

4 Identify and document high-level risks,

assumptions, and constraints based on

current environment, historical data,

and/or expert judgement, in order to

identify project limitations and propose

an implementation approach.

Identify high-level risks, assumptions,

and constraints based on current

environment, organizational factors,

historical data, and expert judgement, in

order to propose an implementation

strategy.


Initiation

8

Task 2010 2015

5 Develop the project charter by further

gathering and analyzing stakeholder

requirements, in order to document project

scope, milestones, and deliverables.

Participate in the development of the

project charter by compiling and

analyzing gathered information, in order

to ensure project stakeholders are in

agreement on its elements.

6 Obtain approval for the project charter from

the sponsor and customer (if required), in

order to formalize the authority assigned to

the project manager and gain commitment

and acceptance for the project.

Obtain project charter approval from the

sponsor, in order to formalize the

authority assigned to the project

manager and gain commitment and

acceptance for the project.

7 Conduct benefit analysis with

stakeholders (including sponsor,

customer, subject matter experts), in

order to validate project alignment with

organizational strategy and expected

business value.


Análisis de Fase y Labores

► Initiation:

• Task 1 - Cambio pequeño. Mayor énfasis en las lecciones aprendidas para la

evaluación de proyectos

• Task 2 - Cambio importante. Reemplaza "customer expectations" por "project

goals". Es de esperar este cambio en la terminología en el examen, es decir,

“expectativas del cliente” cambia a “objetivos del proyecto”

• Task 4 - Cambio pequeño. Usa el término "strategy". Esto se produce por la

búsqueda de alinearse con el negocio, se insiste en ello.

• Task 5 - Cambio importante. Ahora el Project Manager no es el único

desarrollador del Acta del Proyecto.

• Task 7 - Cambio importante. Ahora se incluye el análisis de beneficios, antes se

encontraba en la Gestión del Programa de la empresa. Posiblemente haya

nuevas preguntas sobre el tema de los beneficios y su valor.

9

Planning

10


Planning

Task 2010 2015

1 Review detailed project requirements,

constraints, and assumptions with

stakeholders based on the project charter,

lessons learned from previous projects, and

the use of requirement-gathering

techniques (e.g. planning sessions,

brainstorming, focus groups), in order to

establish the project deliverables.

Review and assess detailed project

requirements, constraints, and assumptions

with stakeholders based on the project

charter, lessons learned, and by using

requirement gathering techniques, in order

to establish detailed project deliverables.

2 Create the work breakdown structure with

the team by deconstructing the scope, in

order to manage the scope of the project.

Develop a scope management plan, based

on the approved project scope and using

scope management techniques, in order to

define, maintain, and manage the scope of

the project.

PMP: Cambios de las labores en cada una de las fases del proyecto 12

Task 2010 2015

3 Develop a budget plan based on the project

scope using estimation techniques, in order

to manage project costs.

Develop the cost management plan based

on the project scope, schedule, resources,

approved project charter and other

information, using estimation techniques, in

order to manage project costs.

4 Develop a project schedule based on the

project timeline, scope, and resources plan,

in order to manage timely completion of the

project.

Develop the project schedule based on the

project deliverables and milestones, scope,

schedule, and resources management

plans, in order to manage timely completion

of the project.

Planning


Planning

13

Task 2010 2015

5 Develop a human resource management

plan by defining the roles and

responsibilities of the project team

members in order to create an effective

project organization structure and provide

guidance regarding how resources will be

utilized and managed.

Develop the human resource management

plan by defining the roles and

responsibilities of the project team members,

in order to create a project organizational

structure and provide guidance regarding

how resources will be assigned and

managed.

6 Develop a communications management

plan based on the project organizational

structure and external stakeholder

requirements, in order to manage the flow

of project information.

Develop the communications management

plan, based on the project organizational

structure and stakeholder requirements, in

order to define and manage the flow of

project information.


Planning

14

Task 2010 2015

7 Develop a procurement management plan

based on the project scope and schedule,

in order to ensure that the required project

resources will be available.

Develop the procurement management plan

based on the project scope, budget, and

schedule, in order to ensure that the

required project resources will be available.

8 Develop a quality management plan based

on the project scope and requirements, in

order to prevent the occurrence of defects

and reduce the cost of quality.

Develop the quality management plan and

define the quality standards for the project

and its products, based on the project

scope, risks, and requirements, in order to

prevent the occurrence of defects and

control the cost of quality.


Planning

15

Task 2010 2015

9 Develop a change management plan by

defining how changes will be handled, in

order to track and manage change.

Develop the change management plan by

defining how changes will be addressed and

controlled, in order to track and manage

change.

10 Plan risk management plan by developing a

risk management plan, and identifying,

analyzing, and prioritizing project risks in

the risk register and defining risk response

strategies, in order to manage uncertainty

throughout the project life cycle.

Develop the risk management plan by

identifying, analyzing, and prioritizing project

risks, and by defining risk response

strategies, in order to manage uncertainty

and opportunity throughout the project life

cycle.


Planning

16

Task 2010 2015

11 Present the project plan to the key

stakeholders (if required) in order to obtain

approval to execute the project.

Present the project management plan to the

relevant stakeholders according to

applicable policies and procedures, in order

to obtain approval to proceed with project

execution.

12 Conduct kick-off meeting with all key

stakeholders, in order to announce the start

of the project, communicate the project

milestones, and share other relevant

information.

Conduct kick-off meeting, communicating

the start of the project, key milestones, and

other relevant information, in order to inform

and engage stakeholders and gain

commitment.

13 Develop the stakeholder management plan,

by analyzing needs, interests and potential

impact, in order to effectively manage

stakeholders' expectations and engage them

in project decisions.



17

► Planning

• Task 2 - Cambio pequeño. Se elimina el WBS como técnica clave y se hace una

mayor referencia a otros planes subsidiarios de gestión como el del alcance.

Reseeñar según sus palabras que el Plan de gestión del alcance está basado en

el alcance de proyecto aprobado.

• Task 5 - Cambio pequeño. Los recursos humanos ya no son “utilizados", ahora

son "asignados". Puede haber algunas respuestas de opción múltiple que

jueguen con estos términos.

• Task 8 - Cambio pequeño. Mayor énfasis en los estándares de calidad.

Anteriormente, la referencia a las normas de calidad se incluía dentro del plan de

gestión de la calidad.

• Task 12 - Cambio pequeño. Mayor énfasis en la participación y cuidado de las

partes interesadas. Esto se repite en varios lugares.

• Task 13 - Cambio importante. Aunque esta tarea ya existe en las áreas de

conocimiento, se especifica aquí con más claridad. Cabe esperar más preguntas

sobre este tema.

Execution

18


Execution

19

Task 2010 2015

1 Obtain and manage project resources

including outsources deliverables by

following the procurement plan, in order to

ensure successful project execution.

Acquire and manage project resources by

following the human resource and

procurement management plans, in order to

meet project requirements.

2 Execute the tasks as defined in the

project plan, in order to achieve the project

deliverables within budget and schedule.

Manage task execution based on the project

management plan by leading and

developing the project team, in order to

achieve project deliverables.

6* Maximize team performance through

leading, mentoring, training, and motivating

team members.

Manage the flow of information by following

the communication plan, in order to keep

stakeholders engaged and informed.


Execution

20

Task 2010 2015

3 Implement the quality management plan

using the appropriate tools and techniques,

in order to ensure that work is being

performed according to required quality

standards.

Implement the quality management plan

using the appropriate tools and techniques,

in order to ensure that work is performed in

accordance with required quality standards.

4 Implement approved changes according to

the change management plan, in order to

meet project requirements.

Implement approved changes and corrective

actions by following the change

management plan, in order to meet project

requirements.

5 Implement approved actions and follow the

risk management plan and risk register, in

order to minimize the impact of negative

risk events on the project.

Implement approved actions by following the

risk management plan, in order to minimize

the impact of the risk and take advantage of

opportunities on the project.

7 Maintain stakeholder relationships by

following the stakeholder management plan,

in order to receive continued support and

manage expectations.



► Execution

• Task 1 - Cambio pequeño. La gestión de recursos, más vinculada a las

necesidades del proyecto en lugar de sólo la ejecución.

• Task 2 - Cambio pequeño. Combinas las anteriores Tasks 2 & 6 y vincula la

ejecución con liderar y desarrollar el equipo.

• Task 6 - Cambio pequeño. Nueva tarea aunque se "oculta". Tareas de

ejecución anteriores no mencionaron explícitamente la comunicación.

• Task 7 - Cambio importante. Nueva tarea. Continuando con el énfasis en la

gestión de las expectativas de las partes interesadas. Una vez más, es de

esperar más preguntas sobre las partes interesadas, su gestión, comunicación,

etc

21

Monitoring & Control

22



23

Task 2010 2015

1 Measure project performance using

appropriate tools and techniques, in order

to identify and quantify any variances,

perform approved corrective actions, and

communicate with relevant stakeholders.

Measure project performance using

appropriate tools and techniques, in order to

identify and quantify any variances and

corrective actions.

2 Manage changes to the project scope,

schedule, and costs by updating the project

plan and communicating approved changes

to the team, in order to ensure that revised

project goals are met.

Manage changes to the project by following

the change management plan, in order to

ensure that revised project goals remain

aligned with business needs.



24

Task 2010 2015

3 Ensure that project deliverables conform to

the quality standards established in the

quality management plan by using

appropriate tools and techniques (e.g.

testing, inspection, control charts), in order

to satisfy customer requirements.

Verify that project deliverables conform to

the quality standards established in the

quality management plan by using

appropriate tools and techniques, in order to

meet project requirements and business

needs.

4 Update the risk register and risk response

plan by identifying new risks, assessing old

risks, and determining and implementing

appropriate response strategies, in order to

manage the impact of risks on the project.

Monitor and assess risk by determining

whether exposure has changed and

evaluating the effectiveness of response

strategies, in order to manage the impact of

risks and opportunities on the project.



25

Task 2010 2015

5 Assess corrective actions on the issue

register and determine next steps for

unresolved issues by using appropriate

tools and techniques in order to minimize

the impact on the project schedule, cost

and resources.

Review the issue log, and update if

necessary, and determine corrective actions

by using appropriate tools and techniques, in

order to minimize the impact on the project.

6 Communicate project status to

stakeholders for their feedback, in order to

ensure the project aligns with business

needs.

Capture, analyze, and manage lessons

learned using lessons learned management

techniques, in order to enable continuous

improvement.

7 Monitor procurement activities according to

the procurement plan, in order to verify

compliance with project objectives.



► Monitoring & Control

• Task 2 & 3 - Cambio pequeño. Se continuando con el énfasis en las

necesidades del negocio, es algo común desde los cambios en Inicio.

• Task 4 - Cambio importante. Se trata de una nueva redacción de la descripción

del control de riesgo. La frase más pasiva “examine & documenting" la

efectividad de las estrategias de respuesta (auditorías de riesgo) se ha

sustituido por "evaluar" la eficacia. El término "exposure has changed" también

hace que el trabajo más dinámico y liderado que antes.

• Task 6 - Cambio importante. Esto no es mero cambio de redacción, la antigua

Task 6 ha sido eliminada básicamente (más o menos se ha sustituido por tarea

6 en Ejecución). Este nuevo contenido es acerca de las lecciones aprendidas.

Sí, las lecciones aprendidas como una tarea de Seguimiento y Control y con un

enlace a la Mejora Continua. Definitivamente esperar nuevas preguntas sobre

esta tarea.

• Task 7 - Cambio pequeño. A pesar de que es una tarea nueva, no es una

actividad significativa.

26

Closing

27


Closing

28

Task 2010 2015

1 Obtain final acceptance of the project

deliverables by working with the sponsor

and/or customer, in order to confirm that

project scope and deliverables were met.

Obtain final acceptance of the project

deliverables from relevent stakeholders, in

order to confirm that project scope and

deliverables were achieved.

2 Transfer the ownership of deliverables to

the assigned stakeholders in accordance

with the project plan, in order to facilitate

project closure.

Transfer the ownership of deliverables to the

assigned stakeholders in accordance with

the project plan, in order to facilitate project

closure.

3 Obtain financial, legal, and administrative

closure using generally accepted practices,

in order to communicate formal project

closure and ensure no further liability.

Obtain financial, legal, and administrative

closure using generally accepted practices

and policies, in order to communicate formal

project closure and ensure transfer of

liability.

PMP: Cambios de las labores en cada una de las fases del proyecto 29

Task 2010 2015

4 Distribute the final project report including

all project closure-related information,

project variances, and an issues, in order to

provide the final project status to all

stakeholders.

Prepare and share the final project report

according to the communications

management plan, in order to document and

convey project performance and assist in

project evaluation.

5 Collate lessons learned through

comprehensive project review, in order to

create and/or update the organization's

knowledge base.

Collate lessons learned that were

documented throughout the project and

conduct a comprehensive project review, in

order to update the organization's

knowledge base.

Closing


Closing

30

Task 2010 2015

6 Archive project documents and material in

order to retain organizational knowledge,

comply with statutory requirements, and

ensure availability of data for potential use

in future projects and internal/external

audits.

Archive project documents and materials

using generally accepted practices, in order

to comply with statutory requirements and

for potential use in future projects and

audits.

7 Measure customer satisfaction at the end of

the project by capturing customer feedback,

in order to assist in project evaluation and

enhance customer relationships.

Obtain feedback from relevant stakeholders,

using appropriate tools and techniques and

based on the stakeholder management plan,

in order to evaluate their satisfaction.



► Closing

• Task 3 - Cambio importante. "Ensure no further liability" ha sido cambiado por

"ensure transfer of liability". Se espera que conozcamos y comprendamos las

formas de responsabilidad existentes y los medios para transferirlas.

• Task 4 - Cambio pequeño. “Distribute” el informe final del proyecto se ha

sustituido por "prepare and share", haciendo de esta una tarea más activa que

antes. También es interesante que se distribuye de acuerdo con el plan de

gestión de las comunicaciones, en contraposición a “all stakeholders".

¿Significa esto que no todas las partes interesadas deben tener esto?

• Task 5 - Cambio pequeño. Enlaza con la Tarea 6 en Ejecución, las lecciones

aprendidas se realizan de forma contínua como una parte de Monitoreo y

Control.

• Task 7 - Cambio pequeño. Vuelve a hacer mención de un plan subsidiario de

gestión “Stakeholder Management Plan”. ¿Quiere esto decir que debe el

mismo tener información sobre su grado de satisfacción? Se sustituye

“Measure” por “Evaluate”, que es más subjetivo.

31

Conclusiones

32


Comentarios

► Se hace un mayor énfasis en las necesidades de negocio y estrategia, con

términos como “beneficios” y “valor” (antes solo se mencionaban en Program y

Portfolio).

► Mayor uso de “stakeholders” en lugar de “customer” or “sponsor”.

► Mayor uso de planes de gestión subsidiarios en Ejecución y Monitoreo&Control

► “Lessons learned” se hacen en todo.

33


Enlaces de interés en PMI.org

► Anuncio de los cambios PMP

• www.pmi.org/certification/exam-changes/pmp.aspx

► Página de FAQs:

• www.pmi.org/certification/exam-changes/faqs.aspx

► PMP Examination Content Outline – 2015:

• www.pmi.org/~/media/PDF/Certifications/pmp-certification-exam-outline.ashx

► PMP Examination Content Outline – 2010:

• http://www.pmi.org/en/Certification/Project-Management-Professional-

PMP/~/media/PDF/Certifications/PMP%20Examination%20Content%20Outline_2010.as

hx

34

http://www.pmi.org/certification/exam-changes/pmp.aspx

http://www.pmi.org/certification/exam-changes/faqs.aspx

http://www.pmi.org/~/media/PDF/Certifications/pmp-certification-exam-outline.ashx

http://www.pmi.org/en/Certification/Project-Management-Professional-PMP/~/media/PDF/Certifications/PMP Examination Content Outline_2010.ashx

www.unir.net

Máster en Project Management

Curso de Preparación para la certificación PMP®

http://www.unir.net/ingenieria/master-project-management/549200001441/

http://www.unir.net/ingenieria/curso-certificacion-pmp-online/549200001443/

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