PMI-CP TM

Unpacking the PMI Construction

Professional (PMI-CP) ™

Bob Maiale PMI-CP™ Product Owner

CORE ELEMENTS

01 – LEAN WAYS 02 – AGILE / DATA 03 – USING

OF WORKING DRIVEN APPROACH TECHNOLOGY

This course advocates The Agile methods in this At the core of this new
the use of Lean new program promotes certification is to propel
Construction Principle, the breakdown plans into construction
where the focus is to more manageable pieces professionals to a higher
ensure reliability in work and progressively degree of adoption and
released from one elaborate them as they way users utilize the
construction process to get closer to execution. It capabilities of the
the next. also, promotes the information system.
collation and use of data in
decision-making.

2
ELIGIBILITY FOR THE PMI-CP™ EXAM

Three Years ▪ Within the last 10 years in

of on-the-job construction projects or built
Experience environment projects.

Successful ▪ Can be taken in any order

Completion of ▪ Designed to meet your schedule,
the Four these courses are self-paced.
Foundation ▪ Each course is a 6-10 hour
Courses. commitment.
▪ Courses counts as Professional
Development Units (PDUs) towards
certification renewals.

3
PMI-CP™ CAPSTONE EXAM

Overview ▪ 120 Questions

▪ Total Duration of 230 min

Primary
Domains ▪ Contracts Management

▪ Stakeholder Engagement

▪ Strategy and Scope Management

▪ Project Governance

4
PMI-CP™ COURSE FORMATS

Schedule ▪ Self-Paced: Completed at the

individual’s schedule and time.
▪ or Completed in a classroom with an
instructor led. (through an Authorized
Training Partner)

Time ▪ Self-Paced: Approx. 6 - 10 hrs per

course of dedicated learning time
plus exam. (where applicable)
▪ or Approx. 2 days of classroom
training per course plus exam time.
(through an Authorized Training Partner)

Customized ▪ Case study-based approach which

may be customized to the
organization. (through an Authorized
Training Partner) 5
FOUR FOUNDATIONAL E-LEARNING COURSES

Construction Project Communications

eLearning Course with Assessment and Badge

Construction Interface Management

eLearning Course Only

Construction Scope and Change Order

Management
eLearning Course Only

Construction Contract and Risk

Management
eLearning Course Only 6
Four
Foundational
Courses for the
PMI-CP™ Capstone
Exam

Unpacking Each Course

Construction Project Communications

Key Learnings ▪ The Importance of Effective

Communication
▪ Communication Strategy and Plan
▪ Stakeholder Management for
Communication
▪ Active Listening
▪ Formal Communication – Governance
and Project Structures
▪ Using the Big Room (Obeya)
▪ Commitment-Based Management
(CBM)
▪ Project Management Information
System (PMIS)
▪ Evidence-Based Communication –
Compass Tool

8
Construction Interface Management

Key Learnings ▪ Interface Management in E&C

Projects
▪ Interventions Throughout the Project
Life Cycle
▪ Attributes for a Good Interface
▪ Understand the Tools, Process for
Design and Management
▪ How to Effectively Manage
Interfaces
▪ Capabilities Needed for Interface
Management

9
Construction Scope
and Change Order Management

Key Learnings ▪ Business Objectives and Performance

Outcomes to Drive Scope
▪ Setting the Project Up With a Clear
Scope to Ensure All Stakeholders Are
Bought In
▪ Scope Evaluation Tools (CII)
▪ Scope Governance Structures
▪ Put in Place an Effective Change
Order Process
▪ Technology Supporting Scope
Management and Change Orders

10
Construction Contract and Risk Management

Key Learnings ▪ Contract Life Cycle

▪ Contract and Delivery Method
Strategies
▪ Risk Classification and Prioritization
on E&C Projects
▪ Risk Management Framework and
Process
▪ Risk Management Tools and
Techniques
▪ Common Causes of Claims
▪ Methods to Reduce Claims and
Disputes
▪ Claims & Disputes Process

11
Three
Advanced
Courses for
Senior Level
Skill Building

Unpacking Each Course

THREE ADVANCED SKILL BUILDING COURSES
Not Required for the PMI-CP™

Construction Performance and Materials

Management
eLearning Course with Assessment and Badge

Construction Technology and Innovation

eLearning Course with Assessment and Badge

Construction Execution Planning

eLearning Course Only

13
Construction Performance
and Materials Management

Key Learnings ▪ Setting Up Your Project’s

Performance Strategy
▪ E&C Project Metrics
▪ Progress Measurement Process
▪ Fostering the Right Culture
▪ Materials Management Life Cycle
▪ Strategy and Plan
▪ Operations and Management of
Materials
▪ Technology and Management Best
Practices

14
Construction Technology and Innovation

Key Learnings ▪ Innovation in the Built Environment –

What Is It, Why It Matters and Where
to Introduce
▪ Establish an Innovative Culture to
Drive Better Project Outcomes
▪ Methods Necessary to Support
Innovation
▪ Emerging Trends, Transformative Pot
ential of Technology
▪ Managing Technology Risks
in the Built Environment
▪ How to Bring Technology Into
Projects and When Best to Do It
▪ Developing the Role of the Project
Manager in Enabling Technology
▪ The Emerging Digital Roles
to Optimize the Latest Developments
in Technology
15
Construction Execution Planning

Key Learnings ▪ AWP Introduction and Components

▪ AWP Implementation Model
▪ AWP Best Practices and Tools
▪ AWP Benefits and Outcomes
▪ Lean LPS Introduction
▪ Setting Up LPS on Projects (Pull
Sessions)
▪ LPS Principles and Benefits
▪ LPS Process (5 Planning Levels)
▪ Planning for CCSU Introduction
▪ CCSU Tools and Best Practices

16
Thank you.
Bob Maiale,
PMI-CP™ Product Owner
BuiltEnvironmentSupport@pmi.org

17
Appendix
Construction
Project Communications
Construction Project Communications
Process Requirements / Challenges Upskilling Opportunities Course Content
• Understand the causes and consequences of poor
Transparency in Built Environment projects communication.
is key. Anytime there is a lack of Importance of Effective
• Learn the importance of effective leadership in communication.
information or communication on project
• Understand the benefits and principles of effective Communication
progress, it yields problems.
communication.

Requirement to have an overall

communication strategy and Plan. Lack of • Learn how to develop an effective communication strategy
this can cause delays and confusion, and communication plan.
Building Clear
because teams working on independent • Understand how feedback loops can be used to highlight
Communication Strategy and
work packages have no oversight or gaps and resolve communication issues. Communication Plan
understanding of other interdependent
teams' scope, requirements or timelines.

Need for alignment by all stakeholders • Learn how to identify and assess stakeholders and establish
from the start of the project. Effective an effective communication strategy. Stakeholder Management for
communication combined with stakeholder • Apply approaches to overcome resistance and secure support Communication
management can help solve this problem. through improved stakeholder management.

Good understanding of the Cultural • Understand nuanced communication between multiple

communication on large Built parties and be able to engage at a deeper level.
Active Listening
Environment projects. Not being aware or • Understand the implications of poor listening on Built
understanding the cultural communication Environment projects.
differences can result in misinterpreted
actions and requests by project team Establishing Appropriate
• Learn the benefits and principles of effective project governance.
members resulting in rework, waste and a
Governance Structures
lack of productivity. • Learn how to establish and effective project governance structure
Construction Project Communications
Process Requirements / Challenges Upskilling Opportunities Course Content
• Understand the importance of the lean philosophy and
how it impacts “Big Room” implementation.
• Learn the principles and mechanics of the “Big Room”. Using the “Big Room”
Need to establish a culture of
• Learn how to use “Big Room” practically to enhance
collaboration, communication and team
program activities.
problem solving on Built Environment
projects. Failure to institute this can lead to
poor project outcomes across scope, cost, • Understand the benefits of CbM in improving communication and
quality and time. its application to improve performance in the Built Environment. Commitment Based
• Learn the key concepts and frameworks of CbM to enable you to Management (CbM)
structure conversations that drive more effective outcomes.

Need to use a Centralized Data

Repository. Typically, project information
are stored in disparate technology • Learn how PMIS can bring improved project insights and
solutions across different project better decision making to your project. The Project Management
interfaces leading to inaccurate • Understand how PMIS supports effective communication and the Information System (PMIS)
information being shared with project other benefits it brings.
stakeholders and time spent searching for
the “single source” of truth.

Need to actively manage and review

Communication strategies across the • Ability to leverage the compass tool to highlight
lifecycle of the project or programme. Evidence Based
communication deficiencies.
Failure to adopt this approach can lead to Communication Using the
• Learn how to develop an action plan to resolve or fill
issues as communication gaps or
communication gaps.
Compass Diagnostic Tool (CII)
deficiencies that permeate throughout the
project or programme.
Construction
Scope and Change Order
Management
Construction Scope and Change Order Management
Process Requirements / Challenges Upskilling Opportunities Course Content

Need to put in place robust scope • Understand the role and importance of business objectives,
management practices either to facilitate and how they are impacted by project scope. Performance Outcomes to
effective change or eliminate unnecessary Drive Scope
• Recognize the connection between scope, scope changes and
changes. This will help ensure projects
business objectives, and values.
deliver upon their intended outcomes.

Demand to accurately translate project • The importance of establishing a clear project scope in the Setting the project /
scope into the project contractual Front- end planning phase of an E&C project. programe up with a clear
documents – to avoid misalignment • The approaches to increase stakeholder buy-in from project scope and ensure the buy-in
between design and build. inception. of all stakeholders

Insufficient time and resources are • Understand the CII PDRI scope evaluation tool and scope
allocated to the front end of projects development methodologies on different types of E&C
leading to incomplete scope definitions. projects. Scope Evaluation Tools
This will result in project changes leading to • Learn how to use CII PDRI tool to identify gaps and optimize scope
increased costs and time overruns. coverage.

• Apply scope management tools (Value engineering and Earned

value management) as a means of managing and pivoting scope. Scope Management &
• Understand the importance of setting up scope governance Governance
structures and practices on engineering and construction projects.
Engineering and Construction
professionals struggle to recognise and
effectively manage scope creep and • Understand the components of effective change Put In Place An Effective
change orders with stakeholders which order management
Change Order Process
causes significant waste, disputes and • Understand the cause of change orders on E&C projects.
financial loss.
Technology Supporting
• Understand the different types of technologies that can be used
to support Scope & Change Order Management. Scope Mgmt. & Change
Orders
Construction
Interface Management
Construction Interface Management
Process Requirements / Challenges Upskilling Opportunities Course Content
A common issue is that those building an
• Establish common language, definitions and elements of IM.
asset don’t have the responsibility for Introduction to Interface
operating it. There are significant • Understand the need for Interface Management in E&C
projects and the key benefits that the implementation of
Management in E&C projects
interfaces between the designing,
development, operations and maintenance effective Interface Management brings to E&C projects.
teams, which needs to be properly
managed to ensure consistency and
appropriate levels of investment are put in
place for the operation of the asset. • Gain an understanding into classifying the different interfaces Attributes for a good
found in E&C projects and learn how to identify the necessary
Interface
Need to establish good interface planning attributes for each interface.
that includes recognition of the • Learn how to apply and design effective Interface
complexity of the various Understand the tools,
Management practices.
project/program interfaces and process for design and
• Understand the industry leading frameworks and systems for
responsibilities on who can influence management
implementing Interface Management.
these interfaces. Failure to implement
these standards can impact the overall risk • Understand and recognize the defined skills that someone
profile of the project / program. would need to have to effectively lead an interface How to effectively manage
management plan, and be able to monitor this effectively interfaces
throughout the project.

Need for clear communication and good • Understand the requirement for strong communication skills,
stakeholder engagement across the relationship management skills and negotiation skills and how Capabilities needed for IM
various interfaces. Failure in this could to develop these skills (with reference to the other modules).
lead to significant delays

Need to identify the interfaces at the

• Identify important principles and proper timing, to guide the
planning stages of a project or
implementation of IM throughout the project life cycle. Interventions throughout
programme – to avoid the usual pains
• Learn how to establish and plan all the interface points (IPs) Project Lifecycle
when transitioning to the commissioning
stages of projects. between the different work packages
Construction
Performance and Materials
Management
Construction Performance and Materials Management
Process Requirements / Challenges Upskilling Opportunities Course Content

Need for accurate project data. Poor data • Learn about the importance of key project variables such Setting up your Projects
from PMIS will only lead to poor metrics as schedule, cost, HSE, risk, sustainability etc. Performance Strategy
and readings. “Rubbish in, rubbish out”. • Understand the importance of detailing the project
strategy for progress measurement, defining the key
inputs and outputs.

Ensuring the schedules reflects the

true status of the projects/ • Learn about the negative effect "hiding problems" has on E&C
programmes. Rather than using re- projects. Fostering the Right Culture
baselining to mislead stakeholders • Understand tools and techniques to foster an open culture that
and give the impression of a project encourages early problem identification and resolution.
on track when this isn’t the case.

• Identify the required KPI’s and metrics needed to

effectively manage an E&C project. (CII & Expert Panel).
Projects are setup with metrics that E&C Project Metrics
• Learn about the importance of setting up metrics that
drive the wrong behaviours.
drive the right behaviors in project teams and
organizations.

Projects/ programme over reliance on • Understand how to leverage forecasting, modelling and
historic reports, and not enough on simulation on E&C project to predict problematic trends or
proactive forecasting. areas for intervention.
Progress Measurement
Establishing a standardized Progress • Learn about the tools and techniques that support managing Process
Measurement approach that recognized and controlling E&C projects.
that it is a continuous project lifecycle • Understand the progress measurement process, the critical
activity with multiple stages. stages and what management techniques are required.
Construction Performance and Materials Management
Process Requirements / Challenges Upskilling Opportunities Course Content
• Assess and determine the impact of critical path and lead times in
Unavailable lead times and material management
inaccurate materials schedule. • Identify and evaluate risks for better allocation, avoidance and
management of risks.
Need to implement materials • Implement engineering (technical design deliverable) as a critical element of the
management strategy, to avoid planning process Strategy and planning
negative impacts downstream. • Apply the benefits of the economies of scale role in managing procurement and
supply chain processes.
Adopt a simple procurement • Understand methods for quantity planning, budgeting and estimation
processes that increase • Plan and trace the cash flow of materials, its controls and debt service to improve
transparency & reduce cost planning and costs accuracy.

Project performance decreases • Efficiently plan all stages of the material delivery process
with poor processes & procedures. • Implement the end-to-end materials mgmt. process with all its stages Materials management
Global supply chain issues not taken • Understand the different stages of the materials management lifecycle and lifecycle
into account as a potential risk. describe the best practises

Apply waste management practices to a project and integrate materials and

Unintegrated systems and data suppliers with the schedule Technology and
discrepancy. Leverage the new and emerging industry trends, such as prefabricates or management practices
modularization

Good on-site materials • Identify the pitfalls involved in on-site and off-site handling, transportation
management practices and tracking of materials

Materials quality and quantity not • Understand methods for inspecting damaged goods, stock control, storage Operations & management
matching purchase orders. and warehouse placement of materials
Suppliers' poor performance (failure
• Apply best practices for ordering and managing materials in project construction
to meet KPI & interface 1
phase
agreements).
Construction
Execution Planning
Construction Execution Planning
Process Requirements / Challenges Upskilling Opportunities Course Content

• Understand why AWP is important and the benefits to

adoption. AWP Introduction &
The lack of collaboration and alignment • Learn about the different types of work packages and how Components
on the front-end part of a project has led they interface / interrelate.
to unreliable project execution plans that
have negatively impacted project • Understand the different stages, sub-stages and activities of
production in the past. Advanced Work the AWP Implementation Model. AWP Implementation Model
Packaging (AWP) has been an effort to • Learn about the AWP maturity model which can help identify
organize the execution of a project through gaps in processes and labour force.
the philosophy of “construction-driven
execution” with improved integration Understand the different tools, techniques and checklists available
amongst engineering, procurement, to professionals to support AWP implementation on E&C projects. AWP Best Practices & Tools
construction, commissioning and start-up.
Learn about different AWP implementation case studies AWP Benefits and Outcomes

• Understand the importance of early planning for

Planning for CCSU
Poorly planned completions, completions, commissioning and start-up activities Introduction
commissioning and start-up activities
results in project delays and cost • Apply tools, techniques, practices and processes to efficiently
overruns prior to facility operations. and effectively plan the transition from construction to
Operations can also be impacted, operations and maintenance CCSU Tools & Best Practices
resulting in unrealized project outcomes. • Understand the common critical success factors and “hot spots”
concerning these aspects of project execution planning
Construction Execution Planning
Process Requirements / Challenges Upskilling Opportunities Course Content

• Introduce the professional to Lean LPS, why it was created,

background information.
The lack of alignment and collaboration Lean LPS Introduction
with traditional project scheduling and • Learn about pull planning and how to setup Lean LPS from
planning results in unpredictable the project outset
workflows. Unpredictable workflows
correlate with an increase in construction • What are the key considerations for setting up LPS on projects –
costs and schedules. contract, resources, knowledge, owner agreement, champions etc. LPS Principles & Benefits
Traditional approaches do not address • Understand the LPS principles
variability that arises on project thus
resulting in clashes, project delays, • Learn about the 5 connected conversations of LPS
increased cost and project inefficiencies. • Understand the inputs and outputs for each level of LPS
LPS Process (5
• Learn about constraint management for improving outcomes Conversations)
Construction
Contract and Risk
Management
Construction Contract and Risk Management
Process Requirements / Challenges Upskilling Opportunities Course Content

Need for mutual understanding of the • Learn about the different stages of the contract lifecycle and
different contract clauses. the key activities that need to be covered.
• Understand the important clauses that need to be flagged
The contract process should be informed and understood in E&C contracts e.g. claims notice, and
by multiple parties and stakeholders. Contract Lifecycle
payment conditions.
E.g. The RFP language really
• Understand the best practices to implement across the
needs to be informed not only by your
contract lifecycle process. For example, if you are a
designers and engineers, but those
contractor, knowing when your walk away point is.
responsible for delivery.

Need to select the appropriate contract • Learn the importance of selecting the correct contract
structure or delivery method for the structure and delivery method to achieve the objectives and
project/programme – to reduce the chance priorities of your E&C project
for claims and even disputes downstream. • Understand the different delivery methods and contract
An example of a poor strategy would be structures used in the industry, how they apportion risk, Contract & Delivery
awarding the lowest bidder the contract roles and responsibilities and overall project execution Method Strategies
without a robust award criteria. framework. (CII PDCS).
• Learn about the collaborative delivery methods and contract
A lot of contracts fail in the beginning half structures such as Integrated Project Delivery (IPD) and
because you don’t know what you want or Progressive Design Build.
haven’t done your homework before going
into a contracting phase.

• Learn about the different risk classifications evident on E&C

projects and their potential impact on your project. Risk Classification and
Poor understanding of risks and
• Understand that project risks need to be prioritized to ensure the Prioritization on E&C
prioritization can result in project failure
high impact and high probability risks are managed effectively.
and in extreme cases companies folding.
• Understand that risk on projects can also provide opportunities to
Projects
improve the project performance outcomes.
Construction Contract and Risk Management
Process Requirements / Challenges Upskilling Opportunities Course Content

Risk Management is not a point in time • Understand the risk process and the different requirements
exercise, it is an ongoing process that at each stage. Risk Management
requires continuous management. Risk • Understand that the risk process is not just an upfront Framework & Process
registers need to be used throughout and management practice, but it is an integrated activity
not put on a shelf after project start-up. throughout the project.

• Learn about the Integrated Project Risk Assessment (IPRA)

tool and how it can improve your projects risk
management.
Some organs of government may not • Understand the key inputs into the IPRA tool, how to manage the Risk Management Tools &
have the right tools to manage risk process and implement its findings on E&C projects. Techniques
effectively on projects. • Learn about other risk management tools used in the E&C
industry. Starting with a Risk Register as the baseline then moving
onto other areas such as the Monte Carlo simulation, probabilistic
risk management, partnering etc.

Poor understanding of the project and • Learn about the difference between change orders and
poorly constructed contracts increase contractual claims.
the likelihood of contracts ending in
Common Causes of Claims
• Understand the main causes and types of claims on E&C
dispute. projects.

Not following the contract and failure to

adequately document issues as they arise • Learn about how contract and delivery strategy impacts claims
can lead to issues further down the and why a robust risk process is required.
process such as time barred claims. • Understand the practices that should be implemented on E&C Methods to Reduce Claims &
projects to reduce the likelihood of claims, such as Front-End Disputes
Claims can be reduced on E&C projects if Planning (FEP), Dispute Resolution Boards (DRB), Standing
the correct planning, governance and Neutral, Realignment, Partnering, Documentation &
risk practices are put in place. Communication.
Construction Contract and Risk Management
Process Requirements / Challenges Upskilling Opportunities Course Content
• Understand how a standardized claims process works on
E&C projects including the key decision points.
In certain cases, claims can’t be avoided. • Understand the importance of documentation and
The key is knowing how to manage the document management in the claims process. Claims & Dispute Process
issues with a standardized process focusing • Learn about the different dispute resolution techniques
on early resolution. used in the industry and the differences between the
techniques.
Construction
Technology and Innovation
Construction Technology and Innovation
Process Requirements / Challenges Upskilling Opportunities Course Content

Across the Engineering & • Understand the importance of the different types of Innovation in the
innovation (process innovation, product and services
Construction industry, inefficiencies in
innovation, project delivery innovation) with respect to Built Environment –
execution and re-work have a project execution and how it drives better outcomes What
significant impact on profitable (including safety). it is, Why it Matters
execution of the project. • Apply the concept of innovation throughout the project and Where to
• Learn how / why innovation occurs and how culture impacts
lifecycle.
Failure to challenge the status-quo innovation. Introduce
Establish an
and approaching projects in a • Identify the barriers that E&C companies face when
conventional manner will not exploit implementing innovative solutions, and how to overcome Innovative Culture to
the opportunities that innovation these. Drive Better Project
can bring. • Learn about the culture and behaviors required to allow Outcomes
innovation to thrive.
Tools and behaviours to promote • Apply methods to support innovation (design thinking,
innovation are often not critical thinking, problem-solving, coopetition, Kaizen
leveraged to ensure predictable events, systems engineering, value awareness Methods
and profitable programs, buzz sessions, etc.). Necessary to
project execution, reduce waste,
• Learn about the current innovative trends in Construction Support Innovation
improve team morale, and ultimately
Technologies.
help the bottom-line.
Identify the key trends in Data and Technology within
the E&C industry. Emerging
Complexity, integration and Understand the benefits of technology and innovation Trends,
automation challenges as well as the adoption, such as automation and integration, in driving Transformative
underutilization of common efficiency and productivity improvements in the industry. Potential of
platforms across project entities
ultimately leads to lower Technology
Determine the impact and risk of Technology decisions, Managing Technology Risks
productivity and efficiency in or lack thereof, on the project throughout the lifecycle
comparison to other industries. and apply corrective actions.
in the Built Environment
Construction Technology and Innovation
Process Requirements / Challenges Upskilling Opportunities Course Content
• Learn about technology implementation and adoption
strategies in the E&C industry.
A key issue impacting the use of the • Apply Technology & Innovation requirements up-front in How to Bring
latest technologies in the the tendering process (e.g. RFI/RFP).
Technology into Project
Construction industry is a poor • Recognize the need for a technology implementation plan
adoption and implementation planning. at the beginning of the project, and the factors to be
and When Best to do it
considered for having a technology implementation plan
as part of the project execution plan.

• Recognize the barriers and resistance to technology Developing the Role of

Unwillingness to take on the risk of implementation and understand the PM's role in helping the Project Manager in
introducing new technologies at the the team overcome these. Enabling Technology
outset of a project creates a barrier • Understand how to interpret the data and leverage it for
to implementation. As a result, there decision- making.
is a low understanding of the • Apply a decision-making framework for technology The Emerging Digital
changing nature of the project incorporation. Roles to Optimize the
teams. • Understand the nature of new roles being introduced to Latest Developments in
leverage the benefits of new technologies. Technology