Fundamentals

A Project Management Office (PMO) is an organizational structure that standardizes project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

Three Types of PMOs

• Supportive PMO: Consultative role — templates, best practices, training. Low control.
• Controlling PMO: Requires compliance through frameworks and governance. Moderate control.
• Directive PMO: Manages projects directly. PMs report to the PMO. High control.

Key PMO Functions

• Managing shared resources across projects
• Identifying and developing PM methodology, best practices, and standards
• Coaching, mentoring, training, and oversight
• Monitoring compliance with PM standards, policies, and procedures
• Coordinating communication across projects

A Stakeholder is an individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project.

Categories

• Internal: Team members, managers, executives, functional managers, PMO
• External: Customers, users, suppliers, regulators, competitors, the public

Analysis Tools

• Power/Interest Grid: Authority vs. concern about outcomes
• Power/Influence Grid: Authority vs. active involvement
• Salience Model: Power, urgency, and legitimacy

Engagement Levels

Unaware → Resistant → Neutral → Supportive → Leading

Scope defines all the work required — and only the work required — to complete the project successfully.

Product Scope vs. Project Scope

• Product Scope: Features and functions of the deliverable
• Project Scope: Work performed to deliver the product

Key Processes

• Plan Scope Management — Create the scope management plan
• Collect Requirements — Determine stakeholder needs
• Define Scope — Detailed project description
• Create WBS — Subdivide deliverables into work packages
• Validate Scope — Formal acceptance of deliverables
• Control Scope — Monitor and manage changes

Scope Creep vs. Gold Plating

Scope Creep: Uncontrolled changes without adjustments. Gold Plating: Adding extra features not in scope. Both should be avoided.

ITTOs define the structure of every PMBOK process. Each of the 49 processes has defined Inputs, Tools & Techniques, and Outputs.

Inputs	Documents, plans, and information needed (e.g., charter, WBS, risk register).
Tools & Techniques	Methods applied to inputs (e.g., expert judgment, data analysis, meetings).
Outputs	Results of the process (e.g., project plan, change requests).

Common Tools & Techniques

• Expert Judgment — Used in almost every process
• Data Analysis — Alternatives, cost-benefit, earned value, variance, root cause
• Meetings — Used across most processes
• Data Gathering — Brainstorming, interviews, focus groups, benchmarking

The PMI Code of Ethics has four core values, each with aspirational and mandatory standards:

Responsibility	Take ownership for decisions. Report unethical conduct.
Respect	Show high regard for others. Listen. Negotiate in good faith.
Fairness	Act impartially. Equal access to information. No favoritism.
Honesty	Act truthfully. Provide accurate information. No deception.

Key Exam Points

• Mandatory standards can result in disciplinary action
• Follow organizational policies first, then escalate
• Always disclose conflicts of interest proactively