2 introductions to pmp and pmbok 5th.pdf
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Project Management Professional (PMP) Training Course 1 |P a g e
PMBOK 5th
Edition SMC 2010-2013
PMP ExamPreparation Course
Day No.1 & Session No. 1
Introduction
Smart Management Consultants (SMC) 3
Structured Approach to Project Management
Project Management Institute (PMI) USA
Project Management Body of Knowledge (PMBOK)
Role Delineation Study (RDS) & PMP Examination
Smart Management Consultants (SMC)
Syed Asad Hasnain
Bukhari, PMP
Pakistani
10+ Years of Experience
Regional Project
Manager NADRA
Lead Trainer at SMC
MBA (MIS), MS (cont.)
PMP Certified
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Project Management Professional (PMP) Training Course 2 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Honors at NADRA
1stPosition is National Wide Selection ofAssistant Directors (ADs) in 2002
1stPosition is First Abroad Selection Test,
Severed in England
Over 12 certified PMPs students in NADRA
Second Batch of PMP Training at NLDC.
5
Smart Management Consultants (SMC)
Honor
Contributor PMBOK 5th
Edition
6
Ref: PMI, PMBOK 5th
Edition Page 489
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Project Management Professional (PMP) Training Course 3 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Introductions
Introduce Yourselves
Name
Background and Relevant Experience
If you could go back in time and give
yourself one lesson, what would it be?
Motivation for Learning; The Y?10
Smart Management Consultants (SMC)
Why to do the PMP ?
Life Skill for the 21st century
Demonstrates Proof of Professional Achievement
Increases Your Marketability
Provides Opportunity for Advancement
Global Recognition for your skills
Opens new vistas in your mind and Career
Jump to the Global Spectrum
Helps you face the new world with confidence
Sharpen the SawStephen R. Covey.
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Project Management Professional (PMP) Training Course 4 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Benefits of PMP for Corporations?
Project management maturity level increases in theorganization.
Organizations achieve higher success rate in deliveringSuccessful projects.
Trained, skilled and Developed Human Resourcebecome motivated and Productive.
Use of One PMBOK standard as the best practiceprovides common Vocabulary and brings efficiency.
Project team adopts characteristics such as clearobjectives, time-bound, planned resources, ownershipand responsibilities, effectiveness measures,teamwork, and so on.
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http://www.ginaabudi.com/articles/using-return-on-investment-to-evaluate-project-management-training/
Smart Management Consultants (SMC)
PMI Statistics
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www.pmi.org
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Project Management Professional (PMP) Training Course 5 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
PMI Statistics - Pakistan
14
22%Annual Growth
Anticipated No. 1225 by Oct 12
Smart Management Consultants (SMC)
Quote of the Day
It takes less effort to excel atsomething you are already good at,than to be mediocre at something
you are not good.
Peter Drucker
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Project Management Professional (PMP) Training Course 6 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Data
Information
Knowledge
Wisdom
Transformation
E
N
G
A
G
E
M
E
N
T SteveWheeler,PlymouthUniversity,2012
Surface Learning
Deep Learning
Smart Management Consultants (SMC)
Brain Rules
Source: http://www.brainrules.net 17
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Project Management Professional (PMP) Training Course 7 |P a g e
PMBOK 5th
Edition SMC 2010-2013
www.brainrules.net
Smart Management Consultants (SMC)
Ground RulesStay on time
18
Engaged Learning
Experience Energy Monitors
Ask Questions
Stay on topic
I m talking to PMs
Conduct one
conversation at a time Reflect
Avoid Group Think
Avoid Interruptions
Participate & Discuss
Smart Management Consultants (SMC)
Groupthink is a tendency for strong conformity pressureswithin groups to lead to the breakdown of critical thinkingand encourage premature acceptance of questionabledecisions
Groupthink
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Project Management Professional (PMP) Training Course 8 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Our Mission in this Training
We want you to succeed not only on the exam but allover in your project Management career.
We will provide all the study materials and training toenable a student to pass the PMP certificationexamination
No participant is left behind
20
Smart Management Consultants (SMC)
Scope of The TrainingThe training will cover course content based onPMBOK 5thedition.
The primary focus of the training is PMP exampreparation.
The training will not cover any project managementtool or software.
PMI methodology (only) will be followed.
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Project Management Professional (PMP) Training Course 9 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
How Will We achieve this Mission?
35 Hours Training + 5 Hours of Exercises
Chapter End and Final Simulative Exam
Exercises
Project Management Template Book
Special Designed Software for Real Time Exam
Simulative Experience
Project Management Certificate 40 CDUs
Follow-up for Final Exam Preparation
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Min. Hours Required: 35 hrs. for PMP
Smart Management Consultants (SMC)
Simulative Software
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Project Management Professional (PMP) Training Course 10 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Better control of financial, physical, and humanresources
Improved customer relations
Improved productivity
Better internal coordination
Shorter development times
Higher quality and increased reliability
Lower costs
Higher profit margins
Module 1 - Introduction 36
THINK
BIGhttp://www.youtube.com/watch?v=IQK4QN-NqgM&list=UUMA-ZzWeWAipboxxBRjzedg&index=24&feature=plcp
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Project Management Professional (PMP) Training Course 11 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Larger Project Perspective
Has a larger stakeholder group Has a more diverse team: multiple nation ,
language , laws and different money exchangerates
Requires a broader and complex communicationsmanagement plan to deal with.
Has thousands of activities, making it moredifficult to get good time and cost estimates
Has much more risk, requiring a more detailed riskmanagement process.
Requires a more formal change managementprocess to handle the possible scope changes
37
Smart Management Consultants (SMC)
Project Challenges
38
Countries203
OLYMPIC FAMILY5,000
Athletes & team officials17,800
Media22,000
Tickets sold7.7 million
Workforce including volunteers100,000
Global audience4 billion
http://www.london2012.com/ http://www.bbc.co.uk/news/uk-15655611
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Project Management Professional (PMP) Training Course 12 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Critical Success Factors
Executive supportStakeholders must have
ownership for project
Projects linked withStrategic Mission
BusinessprocessesKnowledge
Clearly defined ScopeEffective change control
process exists and followed.
Business drivers fullyidentified, agreed upon andmust add value.
Limited experimentationwith new technology
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Why Structured Approach to Project Management is Essential
Survey : 37% Projects are at Risk
Firms with a standard PM
methodology for managing
their projects (78% of the
firms surveyed) had fewer
than half as many project
failures as those that did
not have one.
43
2011 Project Management Solutions, Inc.
http://www.pmsolutions.com/collateral/research/Strategies%20for%20Project%20Recovery%202011.pdf
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Project Management Professional (PMP) Training Course 13 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Project ManagementInternational Standards
Project Management
Organisation Head office Number of members
ISO (21500) Genava -PMI USA 387,199
IPMA Europe 30,000APM UK 15,000AIPM Australia 7,100
Planning Commission Pakistan Govt.
Smart Management Consultants (SMC)
Selecting a PM Standard
The selection of a project management
standard by a company is an importantdecision.
It can influence processes, documentation,
training and other operational areas over a
long time.
We will Focus PMBOK 5thEdition 2013
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Project Management Professional (PMP) Training Course 14 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Project Standard Tailoring
The organization and/or project managementteam is responsible for determining the
appropriate standard and amendments to
the selected standard. for any given project.
The PMBOK Guide also provides and
promotes a Common Vocabulary within the
project management profession.
Application of standards enhances the chances of success over a wide variety of projects.
But, all the processes may not apply uniformly to all projects. Hence, it is the RESPONSIBILITY of your
organization and/or the project management team to determine what is appropriate for any given project.
The project manager, along with project team, is always responsible for determining:1. What processes are appropriate?
2. What is the appropriate degree of rigor for each process? THIS IS CALLED TAILORING!
Smart Management Consultants (SMC)
Standard Vs. Regulation
A Standard is a set of best Practices for a
certain Industry.
Once a Standard is selected and is enforced by
the Authority, it becomes a Regulation. SBP, PTA, SECP are the example of Regulatory
Authoritiesthat enforce their Regulation in
their respective industries.
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Project Management Professional (PMP) Training Course 15 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Project Management Standards
Pakistan Developed by Dr. Mehboob ul
Haq then Deputy Chairman of
Planning Commission of
Pakistan in 1968
There are six standard
Performa's for project
management in Pakistan, PC-I,
PC-II to PCVI
http://www.planningcommissio
n.gov.pk/
48
Smart Management Consultants (SMC)
Projects in Controlled Environments
(PRINCE 2) The OGC (Office of Government Commerce) of
the British government is the holder of theregistered trade mark: PRINCE2.
This was first published in 1989 as PRINCE.
This new version is called PRINCE2 and wasrevised again in 2009.
At a macro level, PMBOK Guide is a Body of
Knowledge and PRINCE2 is a method and takesprescriptive approach for Project Management,complete with Templates.
49
At a macro level, PMBOK Guide is a Body of Knowledge and PRINCE2 is a method and takes
prescriptive approach for Project Management, complete with Templates.
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Project Management Professional (PMP) Training Course 16 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
ISO 21500Project Management Standard
ISO (the International Organization forStandardization) is a worldwide federation ofnational standards bodies (ISO member bodies)
ISO 21500 was prepared by Project CommitteeISO/PC 236, Project Management.
Mostly Similar to PMBOK Standard, has 40Processes and only gives standard, does not
elaborate it. First Time published in September 2012.
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Process Chart Comparison with PMBOK 2013
Smart Management Consultants (SMC)
Project Management Institute (PMI)
PMI Founded in 1969
Leading membership association for Project
management professionals.
Not-for-Profit Organization
Headquarters, Based in Pennsylvania, USA
30 SIGs & 251 Chapters http://www.pmi.org
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Project Management Professional (PMP) Training Course 17 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Member Benefits
PMI (Continued)
Annual seminars and symposiums
Educational activities
Professional Awards
Project Management Periodicals
AB1
https://my.pmi.org/Content/pdf/brochure/DMB_Presentation_Animated_FINAL.pdf
Smart Management Consultants (SMC)
Communities of Practice (CoPs)
It also has a collection of "Communities ofPractice (CoP)" which focus on particular areasof project management and/or specificindustries.
Membership of the CoPs is restricted to PMImembers, CoPs have useful resourcesavailable for public on their websites.
Some CoPs are free, others have annual
membership fee.
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Project Management Professional (PMP) Training Course 18 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Communities of Practice (CoPs)
Aerospace &Defense
AutomationSystems
Consulting
Design-Procurement-Construction
eBusinessEducation &
Training
Financial Services
Government
Healthcare
Human ResourcesInformation Systems
Information Technology& Telecommunications
InternationalDevelopment
Manufacturing
Marketing & Sales
Metrics
New ProductDevelopment
Oil, Gas &Petrochemical
Pharmaceutical
ProgramManagement
Office
Quality in ProjectManagement
Retail RiskManagement
Service &Outsourcing
Troubled Projects
Women in ProjectManagement
55
Smart Management Consultants (SMC)
PMI Chapters
PMI has a number of geographically-organized
chapters in Pakistan and around the world.
PMI Islamabad Chapter www. pmiislamabad.org
PMI Lahore Chapter www.pmilhr.org.pk
PMI Karachi Chapter: www.pmikarachi.org
Chapter helps the local PMI members
community with attaining and retaining and
enhancing PMI credentials.
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Project Management Professional (PMP) Training Course 19 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Chapter Benefits
Chapter events
Opportunities to network with peers
Knowledge resources (articles, white papers,presentations, case studies)
Tools and templates from the Chapter
Electronic communications
Opportunities to volunteer with Chapter
Webinars from Chapter
An expert to respond to member submitted questions
Readily available responses to frequently askedquestions
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Project Management Professional (PMP) Training Course 20 |P a g e
PMBOK 5th
Edition SMC 2010-2013
PROJECT MANAGEMENT
BODY OF KNOWLEDGE (PMBOK)
Smart Management Consultants (SMC) 63
First Edition
1996
Second Edition
2000
Third Edition
2004
Fourth Edition
2008
Fifth Edition
2013
Smart Management Consultants (SMC)
PMIs PMBOK
Project Management Body of Knowledge (PMBOK) was
developed by PMI.
64
Worlds most used PM Standard
Mostly used in USA & Canada
PMBOK implemented by ANSI
PMBOK was first released in 1983
PMBOK Updated every 4 years
Latest Version: PMBOK 5thEdition -
2013
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Project Management Professional (PMP) Training Course 21 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
PMBOK Processes
Each process is characterized by its inputs, thetools and techniques that can be applied, and theresulting outputs.
No. Of Process Groups = 5
No. of Knowledge Areas = 10
No. Processes = 47
No of Total ITTOs = 615
Unique ITTOs = 197
Cross Cutting Skills - Social Responsibilities
65
Smart Management Consultants (SMC)
Process Groups
Initiating
Planning
Executing
Monitoringand
Controlling
Closing
66
Cross Cutting Skills
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Project Management Professional (PMP) Training Course 22 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management67
Smart Management Consultants (SMC)
Knowledge AreasHuman ResourceManagement
CommunicationManagement
Risk management
Procurement management
Stakeholders Management68
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Project Management Professional (PMP) Training Course 23 |P a g e
PMBOK 5th
Edition SMC 2010-2013
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Project Management Professional (PMP) Training Course 24 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Process Approach A process approach is a powerful way of organizing
and managing activities to create value for thecustomer and other stakeholders.
The process approach introduces horizontalmanagement, crossing the barriers betweendifferent functional units and unifying their focusto the main goals of the organization.
The processes are managed as a system, bycreating and understanding a network of theprocesses and their interactions
PMI believes in Process Approach
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Smart Management Consultants (SMC)
What is a Process
A Process can be defined as a set of interrelated orinteracting activities, which transforms inputs into outputs.
Step 1 Step 2 Step 3 Result
activityinputs outputs
Def.: A process is a series of actions directed toward a particular result Project management can be viewed as anumber of interlinked processes
Process groups include: Initiating processes, Planning processes, Executing processes, Monitoring and
controlling processes, Closing processes
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Project Management Professional (PMP) Training Course 25 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Processes
In order for a project to be successful, theproject team must:
Select appropriate processesrequired to meet
the project objectives,
Comply with requirements to meet stakeholder
needs and expectations, and
Balance the competing demands of scope, time,
cost, quality, resources, and risk to produce the
specified product.
Actions taken during one process typically affect that process and other related processes.
Smart Management Consultants (SMC)
Processes
PROJECT MANAGEMENTPROCESSES
Ensure the effective flow ofthe project throughout itsexistence.
These processes apply theskills and capabilitiesdescribed in the knowledge
areas Project managementprocesses apply globallyand across industry groups.
PRODUCT ORIENTEDPROCESSES
Specify and create theproject's product.
Product-oriented processesare typically defined by theproduct life cycle and varyby application area.
The scope of the projectcannot be defined withoutsome basic understandingof how to create thespecified product.
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Project Management Professional (PMP) Training Course 26 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Inputs
Changes
EEP, OPAs
Outputs fromprevious
Processes
74
3 Major Inputs OccurrencesOrganizational process assets 34Project management plan 21Enterprise environmental factors 18
Smart Management Consultants (SMC)
Tools & Techniques
Expert
Judgment
AnalyticalTechniques
Networking
75
3 Major Tools & Techniques OccurrencesExpert judgment 19Reserve analysis 4Communications methods 4
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Project Management Professional (PMP) Training Course 27 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Outputs
Product
UpdatesLessonsLearned
76
3 Major Outputs OccurrencesProject document updates 20Project management plan updates 15Change requests 14
PMP EXAM
Eligibility and Application Process
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Project Management Professional (PMP) Training Course 28 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Eligibility Criteria (Bachelors)
35 Contact hours of formal ProjectManagement education35 PDUs
4500 Hours of Project ManagementExperience4500 Hours
36 Months Years of Experience (non-overlapping)36 Months
3 Years of project ManagementExperience in previous 8 years.3 Years
Smart Management Consultants (SMC)
PDU?
Professional Development Unit It is the
measuring unit used to quantify approved
learning and professional service activities.
Typically, 1 PDU is earned for every one hour
spent in planned, structured learning
experience or activity.
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Project Management Professional (PMP) Training Course 29 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
PMP : Credential Process Timeline
Smart Management Consultants (SMC)
Examination and Renewal Fees
Annual Membership Fee is $ 129 (+10)
Annual Chapter Membership Fee for
Islamabad $ 15, Lahore Free, Karachi $ 20
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Project Management Professional (PMP) Training Course 30 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Exam Structure
Time: 4 hours - Total Questions : 200 Pre-Test: 25 Questions will not be scored
Exam tests knowledge, application and analysis.
Mix of Easy, Difficult and Complex and Few are out of
Box Questions; Dont be Scary!
Questions Carry different Marks
No PMP exams will ever be same
Qualitative Scoring Model. Proficient (P)
Moderately Proficient (MP)
Below Proficient (BP)
84
Smart Management Consultants (SMC)
Question ?Format Exam questions are given in a multiple choice
format, with four possible answers, marked A, B,C, and D, and only one of those four answers iscorrect.
There is no penalty for guessing, so answer everyquestion on the PMP exam, leaving none of themblank.
Many of the PMP questions are quite short in
format; however, the PMP Exam is famous (orinfamous) for its long, twisting and scenariobased questions.
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Project Management Professional (PMP) Training Course 31 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Questions Distribution
ProcessGroup
Percentage % Questions
Initiating 13 26
Planning 24 48
Executing 30 60
Monitoring & Controlling 25 50
Closing 8 16
Total 100 200
86
Smart Management Consultants (SMC)
PMI-ism
It refers to the PMI way of thinking that many
of the Practicing Project Managers might not be
aware of.
Also, understanding PMI-ism will help you pick
up the best answer among what may appear
more than one correct answer in the exam.
Technically and Ethically Best Correct Answer
Choice, to be Selected.
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Project Management Professional (PMP) Training Course 32 |P a g e
PMBOK 5th
Edition SMC 2010-2013
Smart Management Consultants (SMC)
Qualitative Scoring
Pass Combinations
Process Group1 2 3 4 5 6
Initiating
AllProficient
AllModerateProficient
AnyC
ombinationProficientor
ModerateProficient
BP BP P
Planning MP MP P
Executing P P MP
Monitoring &
Controlling P P MP
Closing BP P BP
88
Evaluate Vertically
Smart Management Consultants (SMC)
Dangerous Scoring Combinations
Exam
DomainsQs 1 2 3 4 5
Initiating26 BP MP BP MP MP
Planning48 MP BP MP BP MP
Executing60 BP MP BP MP MP
Monitoring &
Controlling 50 BP BP MP MP BP
Closing 16 MP P MP MP MP
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Project Management Professional (PMP) Training Course 33 |P a g e
Smart Management Consultants (SMC)
BECOMING A PMP
How long it took to become PMP certified
Average
9.1months
Median:
6.0months
Min:
1.0months
Max:
40.0months
Smart Management Consultants (SMC)
Maintaining PMP Credential
(CCRs/PDUs) Once you become certified, you need to
demonstrate your continued participation in the
PM profession to keep your certification.
The program for maintaining your credentials is
called Continuing Certification Requirements
(CCR).
Your certification/ CCR cycle completes in threeyears later and is renewed.
You complete 60 PDUs and pay the Renewal Fee.91