Project Management Professional (PMP) Exam Preparation

Key outputs for Develop Project Management Plan

The key output to this process is: 1) Project Management Plan It is one of the most important outputs of any project management process!

Key outputs for Control Costs

The key outputs for this M&C process are: 1) Change Requests 2) Cost Forecasts 3) WP Information

Key outputs for Control Schedule

The key outputs for this M&C process are: 1) Change Requests 2) Schedule Forecasts (tied to EAC, ETC, and VAC) 3) Work Performance Info (SV & SPI)

Key outputs for Control Procurements

The key outputs for this M&C process are: 1) Closed procurements (buyer provides seller written formal notice of completion of obligation under the contract) 2) Work Performance Information (regarding the seller's performance during the procurement)

Tolerances

Customer's specifications for acceptance of product, for example: 1-foot +/- .12 inches; +/- 1% of spec

Variable

Measurement of conformity, e.g. parts per million contaminant in a chemical compound.

Attribute

Pass/Fail Go/No-Go Good/Bad

Key outputs for Define Activities

The key outputs of this planning process are: 1) Activity List 2) Activity Attributes

Key tools for Determine Budget

The key tools for this planning process are: 1) Cost aggregation 2) Funding limit reconciliation

Project

A time-limited undertaking to deliver a unique product, service, or outcome. - "Time-limited" means that this is temporary and will not go on indefinitely - "Unique" means this has never been done by the PERFORMING ORGANIZATION.

Project Management

The use of knowledge, skills, and resources to accomplish the requirements of the project.

Definitive Estimate

the most accurate estimate for the amount of work and resources needed to complete the project. These estimates are the estimates that the organization will commit to in order for the project to baseline, tactically manage the project or a major phase, and report performance against.

Group decision making skills

unanimity, majority, consensus, plurality, and autocratic, and multicriteria decision analysis

Special Causes

unusual and preventable, e.g. error in manufacturing process; preventable by process improvement; adjustment issues, faulty equipment.

Communication Models

visual, simplified representations of complex relationships in the communication process. The sender's responsibilities are to: 1) Encode the message clearly 2) Select a communication method 3) Send the message 4) Confirm that the message was received and understood The receiver's responsibilities are to: 1) Decode the message 2) Acknowledge (confirm the message was received) 3) Respond and give feedback

SWOT Analysis

'Strengths, Weaknesses, Opportunities and Threats.' It is a measure of internal strengths and weaknesses, observe external opportunities and threats; plot to find the highest negative and positive risks. Specifically related to the PMP exam, this analysis appears in the Identify Risks process in the Risk Management chapter, as a tool & technique.

Communications Ethics

- Always communicate directly. - Always tell the truth. - Always deal with the problem. - Always distribute accurate information. - Always be timely with communications.

Integration Process Overview

1) Develop Project Charter 2) Develop Project Management Plan 3) Direct and Manage Project Work 4) Manage Project Knowledge 5) Monitor and Control Project Work 6) Perform Integrated Change Control 7) Close Project or Phase

Conflict Management principles

1) Problem-solving: confront problem head-on, resolve root cause 2) Compromising: mutual sacrifice to achieve result 3) Forcing: bring to bear whatever power necessary 4) Smoothing: downplay problem - focus on what's going well 5) Withdrawal: avoid or remove yourself from the situation 6) Collaborating: seek viewpoints, consensus, and commitment

Knowledge Areas

10 total: 1) Integration Management 2) Scope Management 3) Schedule Management 4) Cost Management 5) Quality Management 6) Resource Management 7) Communications Management 8) Risk Management 9) Procurement Management 10) Stakeholder Management

Manage Communications

<Communications/Executing Process>. The executing process where information is distributed to the stakeholders according to the Communications Management Plan/carries out the Communications Management Plan. It distributes information to the stakeholders and is performed throughout the project. - This begins after Plan Communications Management is first completed. - It is performed (repeatedly) throughout the life of the project. - Concepts in this process are more important to know than the ITTOs. - Should be flexible enough to handle unplanned information requests.

Monitor Communications

<Communications/M&C Process>. A M&C process, performed throughout the project, that compares the project communications with the communications management plan and makes any needed adjustments. Communication issues are the root cause of many project failures and challenges. - Performed throughout the project. - Monitors the project communications and the issue log for any communications problems. - Uses MBWA.

Plan Communications Management

<Communications/Planning Process>. The planning process that analyzes the project, the stakeholders, and the communications needs of the project and creates the communications management plan. This plan specifies what information will be distributed and updated, in what format, how often, and to which stakeholders or groups. - Usually performed very early on a project - Depends heavily on the Identify Stakeholders process (from Stakeholder Management knowledge area) - Produces the Communications management plan

Control Costs

<Cost/M&C Process>. The process to monitor and control project costs to ensure they align with the plan. This process is proactive to anticipate change and risk factors, as well as reactive to actual factors that affect project costs. Planned costs and actual expenditures are compared and brought back into line when a difference (variance) is observed. - Monitoring and Controlling processes are proactive and should influence factors that cause change. - Steps should be taken to bring planned and actual costs back in line, either by adjusting the plan, adjusting the work performance, or both. - This process is performed regularly, but usually more often as spending increases.

Estimate Costs

<Cost/Planning Process>. The planning process of estimating the costs of activities which have not been performed. This process is performed after the scope has been defined, the activities have been decomposed, and the duration and resources for each activity have been estimated. The cost estimates are later mapped back to the work breakdown structure and are used to create the budget. Estimates the costs of each activity: materials and supplies, human resources, equipment and facilities. - For more precision, estimate costs from the activity level and roll up to project level. - The quality of the estimate depends on the quality of the scope definition through activity planning processes. - Multiple ranges of estimate accuracy may come into play during the life of the project. - Estimating allows for proper funding preparation.

Plan Cost Management

<Cost/Planning Process>. The planning process that creates the cost management plan, which is the plan that guides the activities in the other three cost management processes. - This process may begin very early as a result of the Project Charter's specifying high-level constraints and funding schedules - More cost details will be determined as a result of scope and time management - Creates the cost management plan, which is a component of the PMP.

Determine Budget

<Cost/Planning Process>. The planning process where the individual cost estimates are compiled into the cost baseline. The cost baseline is a time-phased representation of costs so that stakeholders can see what funds will be needed and when they will be needed (time-phases the cost estimates with the schedule to allow the organization to plan cash flows). The result is known as the cost baseline. - The cost baseline is built from the costs and timeline for each activity or work package. - Time-phasing the project costs allows the funding organization to "calendar" for expenses. - The cost baseline becomes a part of the Project Plan.

Close Project or Phase

<Integration/Closing Process>. The closing process that administratively closes a phase or the overall project. In this process, all final project documentation and project files are completed, and lessons learned are documented. - This is always the last process to be completed. - Finalize "lessons learned" to help prevent future projects or phases from similar mistakes. - Transition of the ownership of the deliverable is key - No more change requests!

Direct and Manage Project Work

<Integration/Executing Process>. The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives (creates the project deliverables by performing the work packages). The objectives of the project are realized, and the deliverables are created in this process!

Monitor and Control Project Work

<Integration/Executing Process>. The process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan (and ensuring that the project work and deliverables are in line with the project plan). - A variance occurs when there is a difference between planned and actual. - Recommendations resulting from the measured variances may effect changes in the execution of the plan, or changes to the plan itself - or a combo of changes.

Manage Project Knowledge

<Integration/Executing Process>. The process of using existing knowledge and creating new knowledge to achieve the project's objectives and contribute to organizational learning (adding to organizational knowledge assets). - Benefits the performing organization with variance information from the past - why, how, what was the solution. - Creates the Lessons Learned Register which will be updated often by other processes throughout the project life.

Develop Project Charter

<Integration/Initiating Process>. The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder's needs and expectations.

Perform Integrated Change Control

<Integration/M&C Process>. The M&C process where requested and unrequested changes are reviewed according to the change control system. This process focuses on changes to the product, service, or result as well as the organizational process assets that endure past the project. The "integrated" portion of the name is due to its bringing together all of the other M&C processes. - Approval for change requests occurs in this process (keyword - decisions) - The project impact of change requests is assessed before approval. - A change control board might be used to review change requests, with the authority to make approvals varying among organizations.

Develop Project Management Plan

<Integration/Planning Process>. The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans. This plan guides the project's execution and control, covering every aspect of the project: - The Plan is more than the schedule! - Many other planning processes create the 18 major components of the plan - The plan is continuously developed, refined, revisited, and updated throughout the project life.

Control Schedule

<M&C/Schedule Process>. A monitoring and controlling process where the planned schedule is compared with the work performance information. If the project is ahead of schedule or behind schedule, corrective action in the form of change requests or updates to the plan may be necessary (process to proactively and reactively manage schedule-related changes and change requests). - This process is all about managing and influencing changes to the schedule. - This process is linked to the overall Perform Integrated Change Control Process. - In order to manage change to the schedule, you must follow the Schedule Management Plan as well as the Change Management Plan.

Validate Scope

<M&C/Scope Process>. The M&C process of inspecting project deliverables and gaining their formal acceptance from the appropriate stakeholders (validates that the project deliverables [product, service, or result] matches the documented scope). - Checks for completeness - Is NOT Control Quality (correctness) - Is performed by the PM, sponsor, customer, and other key stakeholders - Is important because acceptance represents a significant project milestone

Control Scope

<M&C/Scope process>. A monitoring and controlling process that ensures that changes to the scope baseline are properly controlled. It prevents scope change requests from overwhelming the project, ensures proper handling of scope change requests, and discourages "scope creep." - ALL change requests must be processed through Perform Integrated Change Control - It is important to understand the underlying cause of change requests - Prevents unnecessary change requests - Control Scope should be invoked whenever there are differences (variances) between the work results and the documented scope.

Estimate Activity Durations

<Planning/Schedule Process>. The planning process that estimates how long a schedule activity should take. These estimates may be expressed as a specific number (e.g., 2 weeks) or as a range (e.g., 1 to 3 weeks). Activity durations are derived through a variety of methods, but are generally a function of the amount of work to be done, the resources applied to the tasks, expert judgement, and historical information. - This process is performed after Define Activities and at or around the same time as Estimate Activity Resources. - It produces the activity duration estimates - Several estimating techniques are involved with this process.

Define Activities

<Planning/Schedule Process>. The planning process that takes work packages from the work breakdown structure (WBS) and further decomposes them into schedule activities. It creates a list of schedule activities called the Activity List. The Activity List contains all of the schedule activities that will (eventually) be used to create the schedule. - Defines activity flows from the WBS. - WBS work packages are further decomposed into schedule activities. - Schedule activities are small enough to estimate for time and cost and can be assigned to a single person or group. - The main purpose of this process is to create the activity list.

Develop Schedule

<Planning/Schedule Process>. The planning process where the activities are arranged on a calendar to create a schedule. The project schedule may take several forms and have varying degrees of detail. Think of the schedule as a time-phased combination of the activity list and the duration estimates. - This process is the logical sum of many of the previous processes, with three important inputs. - Several tools are introduced with this process. - The Project Schedule and the Schedule Baseline are the primary outputs.

Plan Schedule Management

<Planning/Schedule Process>. The process that creates the schedule management plan, which shows how the remaining schedule management processes will be carried out. It is one of the 18 components of the PMP. - Establishes policies and procedures for how the Project Schedule will be developed and controlled - Performed early in the project life - Will be updated as project progresses

Sequence Activities

<Planning/Schedule Process>. This planning process takes the schedule activities from the activity list and sequences them according to the order in which they must be performed. This is accomplished by determining which activities are dependent upon other activities. This process produces project network diagrams as its primary output, and these are used later to create the schedule. - This process orders the activity list. - Project network diagrams are the output. - This project network diagram shows the "rules" that govern the order in which activities must be performed. - Dependencies are the links between activities.

Plan Procurement Management

<Procurement/Planning Process>. The planning process where the project team performs make-or-buy analysis and decides what goods and services will be created or performed internally and what will be procured from an external source. Additionally, the procurement documents are created, and potential sellers are identified. It results in creating the Procurement Management Plan. - Planning helps ensure that the right products are purchased the right way. - "Make vs. buy" decisions occur in this process - Not just what to buy is important, but also how to buy; what is the most appropriate contract type? - Risk decisions affect contract selections - Plan how sellers' proposals will be evaluated; include pertinent data requests in the Request For Proposal (RFP) to receive back the data needed to make a selection.

Conduct Procurements

<Procurements/Executing Process>. The executing process where the seller responses are gathered, a seller is selected, and the contract is awarded. It will only be performed on projects that procure goods or services from outside the organization, but on those projects it may be performed multiple times as needed. it issues bid packages, provides information, receives proposals, and selects sellers. - Could be performed multiple times in project - All focal outputs from Plan Procurement Management flow into this process as inputs (plus more). - Vendor selection happens in this process, after advertising, clarifying information, and evaluating proposals. - A concern in this process is to ensure that no potential sellers receive an unfair advantage.

Control Procurements

<Procurements/M&C Process>. The M&C process performed by the buyer to ensure compliance by the seller or other party. It compares performance against terms and conditions specified in the contract to make certain that the seller meets his or her contractual obligations. The seller's performance is typically rated or evaluated by the buyer and is communicated back to the seller (makes sure the performance results, actuals, match the contract, or the plan). The Control Procurements process involves properly capturing and filing the procurement agreements and other documents for future reference as historical information—an OPA. The goal is to have better procurement management in the future via the lessons learned in this project. - Performance is reviewed against the contract in the areas of: on-time delivery of goods or services, correct and timely invoices and payments, and satisfaction of other terms and conditions. - This legalistic process involves a lot of paper and detail - The contract itself spells out how the contract will be controlled and closed - Performed by the Buyer and the Seller

Manage Quality

<Quality/Executing Process>. The executing process that focuses on the overall quality activities to ensure that all of the plans are being followed and that the project meets the quality requirements. It is the process that focuses on steadily improving processes and activities undertaken to achieve quality. - This process is not about verifying the quality of the project deliverables or product, only the project processes. - If processes are improved, then a subsequent improvement in the product and costs should also result. - It is active throughout the life of the project, beginning after Plan Quality Management.

Control Quality

<Quality/M&C Process>. The M&C process that focuses on work product quality. It is different from Manage Quality in that it inspects actual work products and tests them against requirements, while Manage Quality looks at the overall quality process to ensure that it is being followed and that it is working effectively (checks the conformity of the project deliverables and products to the quality standards). This process begins as soon as the first project deliverable or sub-component is available for inspection. - This process focuses on the product, in contrast to the process (Manage Quality) - Statistical sampling is relied upon heavily with large volumes of product or deliverables - This process continues until all of the project deliverables have been accepted. For perspective, the process of Validate Scope ensures that the project is producing the right thing (validates completeness), and this process ensures that the project is producing the thing right (controls correctness).

Tornado Diagram (Sensitivity)

A graphical chart used in Perform Quantitative Risk Analysis. It is a graphical ranked view of sensitivity factors (named for the funnel shape of the bars). These diagrams show how sensitive the project is to risk by depicting the effect of a single variable change, while holding all other variables steady.

Plan Quality Management

<Quality/Planning Process>. The planning process where quality targets are identified. It also determines how these targets will be met and spells out how the other two quality processes will be carried out. It is also the process that creates the Quality Management Plan. - Planning for project quality begins early - Quality plans impact planning for project scope, time, and cost. - In the "triple constraint - iron triangle," project quality is tightly linked to the scope "leg." - The organization's quality policy and culture heavily drive the extent of quality plans. - Metrics are also planned in this process.

Acquire Resources

<Resource/Executing Process>. An executing process focused on getting the right materials and the right people to work on the project at the right time. It is the process in which the project's required resources are located, committed, staffed, engaged, and procured. Roles and responsibilities are further defined with individuals' names. - It is an executing process. - This process gets the right people assigned to and working on the project. - Physical resources are committed, obtained, procured. - It is performed throughout the project as various roles are needed.

Manage Team

<Resource/Executing Process>. The executing process of directing the project team to complete the work of the project plan, monitoring their performance, and working to improve performance and resolve issues where necessary. - This process is all about comparing the team's results with the planned assignments. - it is performed throughout the life of the project. - The goal is to optimize team performance toward project goals by managing according to the plan.

Develop Team

<Resource/Executing Process>. The executing process of enhancing the project team. It focuses on improving the overall sense of teamwork and the individual skills and abilities of the project team members. - Performed throughout the project - Most effective when done early - The most important process in Resource Management.

Control Resources

<Resource/M&C Process>. The M&C process within resource management that makes sure the flow and usage of physical resources lines up with the resource management plan (comparing actual to planned resource use and handling any corrective actions). - This process is all about comparing the physical resources use with the planned assignments. - It is performed throughout the life of the project. - The PM should influence the factors that cause change in resource utilization.

Plan Resource Management

<Resource/Planning Process>. The planning process that determines how the project will be organized and staffed in terms of the personnel and how the physical resources will be acquired. The resource management plan is the primary output of this process. - This process gives direction to the other 5 resource processes, and how staff members will be recruited, managed, and released. - It spells out how you will staff, manage, measure, and develop the project team. - Addresses how physical resources are to be controlled. - Developing the Resource Management Plan usually happens early on a project, re-visited often.

Estimate Activity Resources

<Resource/Planning Process>. The planning process that estimates the material and human resources needed to perform a schedule activity to completion. This process may be performed before, after, or in parallel with the process of Sequence Activities. It is performed iteratively with scoping, scheduling, and budgeting to find the appropriate balance/trade-offs. - It is performed after Define Activities. - Resources are labor, materials, equipment, supplies, facilities, etc. - Resources should be estimated for each schedule activity in the activity list. - It produces the Resource requirements.

Implement Risk Responses

<Risk/Executing Process>. An executing process that carries out the risk management plan to respond to the identified project risks. - This process is performed when the identified risks and responses appear. - Risk owners must proactively manage performing the response plans for effective risk management.

Monitor Risks

<Risk/M&C Process>. The M&C process that reviews the risks that have and have not occurred on the project and evaluates how the execution of the risk management plan lines up to the plan itself. It is also the process that recommends actions and updates after comparing the risk plans, both management and response, to the actual project events. - This process compares risk plans to the realities of risk events. - Corrective actions or updates may be applied to the management plan, the response plans, or the project execution. - M&C project risk is an on-going concern throughout the project.

Perform Qualitative Risk Analysis

<Risk/Planning Process>. A planning process to look at non-quantifiable aspects of each risk. It prioritizes (and ranks) the risks using the probability impact matrix, according to which risks have the highest factors of likelihood and potential impact. - This process is typically performed very quickly, but should be performed more than once. - Risks are assessed for probability of occurrence and project impact. - One result of this process is a prioritized ranking of risks, providing which risks should be emphasized in subsequent risk planning processes.

Identify Risks

<Risk/Planning Process>. The planning process of anticipating all of the risks that could happen on the project. Common tools used to facilitate risk identification include checklists, brainstorming, SWOT analysis, and expert judgement. It is the planning process that creates the Risk Register, the heart of risk management. The risk register is a list of each recognized risk and provides a location to document the results of the remaining risk processes. - The Risk Register is an important output; it is used by the remaining five risk processes. - The Risk Register is a "living document" that is updated throughout the project. - This process begins early in the project, but is performed multiple times.

Plan Risk Responses

<Risk/Planning Process>. The planning process that determines how each identified risk will be mitigated, avoided, transferred, shared, exploited, enhanced, or accepted. It creates a detailed plan for how each identified risk will be handled. - A general plan for this knowledge area was created in the first risk process; now a specific plan is created for each risk. - If no other plan is stated for a risk, it defaults to being accepted. - Specific strategies exist for risk-threats; others exist for risk-opportunities. - A risk may have a primary and a backup strategy.

Project Network Diagram

A graphical way of depicting schedule activities, their dependencies, and sequence. The most common form of this is an Activity on Node diagram where the nodes are represented by rectangles and the dependencies are represented by arrows that connect the nodes.

Perform Quantitative Risk Analysis

<Risk/Planning Process>. The planning process where all risks are analyzed and assigned a value as it relates to the risk's impact on the project. Risks are typically quantified in terms of potential impact on budget or schedule so they may be weighted against the risk tolerance of the key stakeholders. "Risk quantities" like cost or time are developed to assist in the subsequent risk processes. - How to handle risks cannot be properly planned without quantified information. - The amount of cost reserves and schedule reserves are driven from this analysis. - All information form the analysis is updated into the risk register for later use. - The prioritized risk list from Perform Qualitative Risk Analysis is re-prioritized based on new quantification of each risk.

Plan Risk Management

<Risk/Planning Process>. The process that creates the risk management plan. It focuses on planning for the six subsequent risk processes. It also documents how the remaining risk processes will be performed. - The result is the Risk Management Plan. - The plan is high-level; details will be created in the other risk processes - The organization's tolerance for risk as well as the project's importance drive the amount of effort in this process. - This plan is not about specific risks, but about the processes in this knowledge area.

Collect Requirements

<Scope/Planning Process>. A planning process in scope management that documents the stakeholders' needs for the project. The resulting requirements documentation focuses on how the requirement, once it is built, will satisfy the underlying need or meet the opportunity that drove it. This process generates the Requirements Documentation and lays the groundwork for all future project activities. - This process happens very early in the life of the project. - The success and quality of the project begins with the stakeholders' requirements. - The origin of each requirement is listed in the Requirements Traceability Matrix.

Create Work Breakdown Structure (WBS)

<Scope/Planning Process>. The planning process that decomposes all of the work necessary to perform the project and organizes it into the a structure (the project deliverables are reduced to smaller, more detailed components). - It is the hub of the project - It contains everything that is in scope. If it is not defined in this process, then it should not be delivered by the project. - Makes the project manageable.

Define Scope

<Scope/Planning Process>. The planning process that results in the project scope statement. The goal of this process is to develop a detailed understanding of the scope and to document that understanding. This understanding is documented in the Project Scope Statement. While Collect Requirements has already been performed, this process refines the team's understanding of the project work. - It's about improving and documenting your understanding of the project's scope. - The creation of the Project Scope Statement, containing a detailed description of the scope, is the most important element. - This process usually begins early in the project (can be started once Collect Requirements is complete).

Plan Scope Management

<Scope/Planning Process>. The process in the scope knowledge area that plans how the other five Scope Management processes will be carried out. This process generates the Requirements Management Plan and the Scope Management Plan. It also lays the groundwork for all future project scope management activities. - This process happens early in the life of the project. - Requirements and Scope management have a significant impact on project success. - Schedule, resource, budget, quality, and risk planning will tie back to the work of this process.

Manage Stakeholder Engagement

<Stakeholder/Executing Process>. The executing process where the project team communicates and works with stakeholders to ensure their needs are addressed and their issues are resolved. It also focuses on making sure that the stakeholder relationships and engagement levels are actively managed and kept up to date - increases project support and reduces pushback from stakeholders. - Important since stakeholder satisfaction is a significant ingredient to project success. - Interpersonal skills are important in relating to stakeholders. - Maintaining the issue log is a key for maintaining stakeholder expectations - Setting and maintaining expectations is a path to success

Identify Stakeholders

<Stakeholder/Initiating Process>. The initiating process where all of the groups or people who will be considered on this project are identified. The resulting stakeholder register documents their names, their interests, and their involvement on the project. This process also creates the Stakeholder Register, and analyzes each stakeholder to determine the appropriate strategy to manage communications and expectations. - Usually performed very early on a project and often throughout the project. - Identifies stakeholders and analyzes their needs, importance, and engagement. - Produces and updates the Stakeholder Register.

Monitor Stakeholder Engagement

<Stakeholder/M&C Process>. A monitoring and controlling process that ensures that the right stakeholders are involved on the project at the right level and in the right way. It ensures that activities to engage stakeholders appropriately are kept on track with the plan - even if it means updating the plan. - An M&C Process - Performed throughout the project, once execution of the Stakeholder Engagement Plan has begun - Increases/maintains the efficiency and effectiveness of engagement activities and the stakeholder relationships.

Plan Stakeholder Engagement

<Stakeholder/Planning Process>. the process that plans how the team will relate to stakeholders and the involvement stakeholders will have on the project. It is also the process that creates the Stakeholder Engagement Plan, which specifies the strategies of engaging stakeholders based on current engagement level and desired engagement level, needs analysis, levels of influence, and project impact. - Usually performed very early on a project. - Depends heavily on the Identify Stakeholders process - Produces the Stakeholder Engagement Plan

Common Tools

Examples include: 1) Expert Judgement 2) Data Analysis 3) Meetings 4) Interpersonal and Team Skills 5) Data Gathering 6) Decision Making 7) PMIS 8) Data Representation

Iteration Burndown Chart

A chart used on agile projects to show progress during each iteration. Burndown charts communicate how many user stories have been completed during an iteration and how many remain. This chart is unique to agile or iterative methods, and it tracks the work that remains to be completed in the iteration backlog. As the work items are finished, the backlog burns down.

WBS Dictionary

A companion document to the WBS. Since the WBS is a graphical chart, there is not enough room for all of the supporting information and attribute information that accompanies each node. Therefore, it provides a place for this information and is organized so that it corresponds back to each node on the WBS (contained in Scope Baseline).

Quality Management Plan

A component of the Project Management Plan that states how the quality policy will be met. The plan contains descriptions of how Manage Quality, Control Quality, and continuous process improvement will be performed.

Stakeholder Engagement Plan

A component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project or program decision making and execution. It describes how the team will engage stakeholders, manage expectations and the engagement level, and deal with issues, all toward the goal of satisfying stakeholders. It may provide: 1) Engagement level and impact assessments 2) Overlap and interrelationships of stakeholders 3) Communication requirements of stakeholders 4) Reporting methods, content, and frequency 5) How to perform processes of Manage and Control Stakeholder Engagements.

Contingent Response Strategy

A contingency plan that is invoked or triggered by an event or condition ("what would we do if...?"). Plan A - failed.....Plan B to the rescue! - A.k.a "Fallback Plan" - Taking no steps, but planning in advance what to do if the need is invoked (planned in advance of the event).

Fixed-Price Contract (Lump Sum)

A contract that specifies a fixed price for the deliverable paid by the buyer to the seller. Firm-fixed-price contracts transfer primary risk to the seller, since the seller is paid one price regardless of costs, efforts, or any other potential uncertainty. Firm-fixed-price contracts are also referred to simply as fixed price contracts. A purchase order is one example of a fixed-price contract. or the seller providing materials and labor at a fixed rate to the buyer.

Contract claim

A disagreement about the interpretation or performance of a contract term or condition; may evolve into a dispute. "Claims administration" is a procedure that should be spelled out in the contract and the Procurement Management Plan. The procedure should be described before a claim is filed!

Requirements Documentation

A document that ties each deliverable back to the underlying need it will address: - Root problem being solved - Origin of requirement - How the requirement solves the problem - Measures and targets - Constraints - Interaction with other requirements

Agreements

A document, defining intentions around the project or some component of the project, that has been accepted by both parties. It is helpful to think of agreements as contracts for the purposes of the exam.

The Triple Constraint

A fundamental concept also known as the Iron Triangle: - Cost - Time - Scope A change in one constraint will affect at least one other constraint.

Risk Breakdown Structure

A graphical chart showing risk organized into categories. It is also described as a graphical, hierarchical decomposition of project risk categorization. The organization of a risk breakdown structure will vary from project to project.

Work Breakdown Structure (WBS)

A graphical, hierarchical chart composed of nodes that are logically organized from top to bottom. It represents all of the work and only the work to be performed on the project. Each node has a unique number used to locate and identify it. This chart is one of the most important components of the project plan (contained within the Scope Baseline) since so many other components use it or refer back to it. It acts as the "hub" for the project.

Portfolio

A group of programs and projects intended to achieve a business result. A portfolio usually refers to all of the programs and projects (investments) in an organization.

Program

A group of related projects, managed together, usually to realize some common efficiencies. Programs often include ongoing operations, which individual projects do not have.

Key output for Estimate Costs

A key output of this planning process is: 1) Cost estimates How much it will cost in materials, equipment, and human resources to complete each schedule activity on the project.

Assumption Log

A list of all uncertainties that are treated as true for the purposes of planning.

Start-to-Start

A logical relationship between nodes in a project network diagram. This relationship between two scheduled activities (e.g. activities Q and R) indicates that activity R cannot start until activity Q starts.

Start-to-Finish

A logical relationship between nodes in a project network diagram. This relationship between two schedules activities (e.g. activities A and B) indicates that regardless of when activity B starts, it cannot finish until Activity A begins.

Finish-to-Finish

A logical relationship between nodes in a project network diagram. This relationship between two schedules activities (e.g. activities T and W) indicates that regardless of when activity W starts, it cannot finish before activity T does.

Just-In-Time (JIT)

A manufacturing method that brings inventory down to zero (or nearly zero) levels. It forces a focus on quality, since there are no excess inventories on hand to waste. There are 2 aspects: 1) Quality of supplies, no spares 2) Quality of work, no spares

Stakeholder Engagement Assessment Matrix (SEAM)

A matrix that compares current and desired stakeholder engagement levels. Analytical techniques might result in classifying and comparing the current level of stakeholder engagement to the desired level.

Standard Deviation (sigma)

A measure of how the data in a sample are scattered around the average. A low standard deviation means that the data are tightly clustered. A high standard deviation means that the data are widely scattered.

Life-cycle Costing

A method of looking at the total cost of ownership of an item rather than only looking at the cost to the project. It is the sum of: - Purchase or creation costs - Operation costs - Shutdown and disposal costs

McClelland's 3-Needs Theory

A motivational theory that states that people have varying degrees of need in three areas: 1) A sense of achievement (satisfaction, nAch) 2) The desire for power (control, nPow) 3) The need for affiliation (belonging, nAff)

Control Estimate

A non-binding estimate of construction costs which can be used not only to satisfy the Owner's need for requisitioning funds, but also as a control over the builder during trade procurement.

Process

A package of inputs, tools, and outputs used together to perform something valuable and necessary for a project.

Total Quality Management (TQM)

A philosophy of quality management that focuses on bringing quality into the entire organization. This became popular in the second half of the twentieth century by expanding the view of quality beyond the product to include all people and processes within an organization. Feigenbaum, Deming, Juran, Crosby, and Ishikawa are considered to be the primary architects of this. It is a quality theory that states that everyone in the company is: 1) responsible for quality, and 2) able to make a difference in the ultimate quality of the product. It applies to improvements both in processes and the results.

Rolling Wave Planning

A planning technique that does not seek to answer all questions or plan all project activities at the beginning. Instead, only imminent project activities are planned in detail, while activities further in the future are planned at a higher level.

Progressive Elaboration

A popular concept in project management that project details will often be revisited and refined. It indicates that: - Everything is not known up front, and - that processes, assumptions, requirements, and decisions are reviewed and adjusted throughout the life of the project.

Six Sigma Quality

A popular philosophy that focuses on achieving very high quality levels. It only allows 3.4 defects in 1 million products. In other words, it signifies that 999,996.6 out of 1,000,000 outputs will pass quality standards (99.99966%)

Prompt Lists

A predetermined list of risk categories that are at the lowest level of the risk breakdown structure which is used to assist in identifying risks of the projects. There are several types: TECOP: Technical, Environmental, Commercial, Operational, Political. PESTLE: Political, Economic, Social, Technological, Legal, Environment. VUCA: Volatility, Uncertainty, Complexity, Ambiguity.

Mutually Exclusive

A statistical term that states one result or choice excludes the others. Rolling a die resulting in a 6 excludes the possibility of resulting in a 1, 2, 3, 4, or 5. Choosing to make a right turn excludes the choice to make a left turn.

Project Management Methodology

A system of practices, techniques, procedures, and rules used to manage a project.

Work Authorization System

A system to ensure that project work gets performed at the right time in the correct sequence. Such a system may be implemented in varying levels of formality.

Expected Monetary Value (EMV)

A probabilistic method for projecting reserves for financial impact of risks (how much money you can expect to make/lose from a certain decision). For example, if you bet $100 that card chosen from a standard deck is a heart, you have a 1 in 4 chance of winning $100 (getting a heart) and a 3 in 4 chance of losing $100 (getting any other suit). To calculate, multiply the dollar value of each possible outcome by each outcome's chance of occurring (percentage), and total the results: 30% x 80% x ($500) = ($120)

Capability Maturity Model Integration (CMMI)

A process and behavioral model that helps organizations streamline process improvement and encourage productive, efficient behaviors that decrease risks in software, product and service development. It defines the following maturity levels for processes: Initial, Managed, Defined, Quantitatively Managed, and Optimizing. It starts with an appraisal process that evaluates three specific areas: process and service development, service establishment and management, and product and service acquisition. It's designed to help improve performance by providing businesses with everything they need to consistently develop better products and services.

Heuristic Process

A process or method that exists when the rules are loosely defined or when there are no rules at all.

Three Sigma Quality

A quality standard lower than Six Sigma Quality levels. It includes all but 2700 of 1 million. In other words, it signifies that 997,300 of 1,000,000 outputs will pass quality standards (99.73%).

Risk Register

A record of all risks that have been identified along with their analysis and plans for how those risks will be treated. Basically, it's a log that identifies risks along with their severity and the actions and steps to be taken to mitigate the risk. Furthermore, throughout the risk planning and analysis, the project manager/team nominates and then confirms an owner for each risk in the risk register. That owner is responsible for responding to positive or negative risks.

Dependency

A relationship between two or more activities where one activity must be started or completed before another related activity may be started or completed. Considering two activities of "Purchase Laptops" and "Configure Laptops," the start of activity "Configure Laptops" might be said to be dependent upon the finish of activity "Purchase Laptops." It may be mandatory, discretionary, or external to the organization. It is also known as a logical relationship between nodes.

Workaround

A response to an unplanned risk event (whether identified or not). For example, use a Passive-Acceptance (a.k.a. unplanned) strategy - create a response after the risk event has occurred. No contingency plan or reserves are in place - no forethought. It is only planned after the fact - or else it is a contingency plan ("we'll figure it out if it happens").

Kill Point/Exit Gate

A review that takes place at the end of a project phase. Projects go through phase-end reviews to determine: 1) If the project should continue, and 2) If it should progress to the next phase.

Critical Chain Method

A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.

Quality Checklist

A specific set of process steps to be followed consistently, both in manner and in sequence. These are created and documented during Plan Quality Management for later use in Control Quality.

Probability Distribution

A table or graph showing probability of an event occurring - for example, the probability of "heads" seen over 6 coin tosses.

Requirements Traceability Matrix

A table showing the stakeholder or origin that produced each requirement and the functionality that will address that requirement. This is a useful document since projects may have difficulty remembering how and why a a particular requirement came to be. It may include information such as: - Description - Why it is a requirement - Origin - Version - Priority - Status - Acceptance Criteria - Business Value

Schedule Activity

A task that must be performed in order to complete work on the project. Activities are created by further decomposing work packages. These activities are first defined, then sequenced and estimated for duration. One way these activities are represented is through the bars on a GANTT chart.

Three-Point Estimating

A technique for estimating duration or cost. This estimate technique uses a pessimistic, optimistic, and realistic estimate to calculate. The formula most often associated with this estimate technique is a simple average, expressed as follows: Estimate = (Pessimistic + Realistic + Optimistic) / 3

Bottom-up Estimating

A technique for estimating overall project duration, effort, or costs by estimating the lowest levels of the schedule or work breakdown structure (WBS) and aggregating those numbers up to the summary nodes on the WBS. This estimation technique is widely considered the relatively accurate, but often tedious, technique for estimating. This technique is the opposite of top-down or analogous estimating (estimating durations at the lowest level of detail and adding up).

Program Evaluation Review Technique (PERT)

A technique for estimating that applies a weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates. the estimate technique is expressed as follows: Estimate = (Pessimistic + 4*Realistic + Optimistic) / 6 The standard deviation of this estimate technique is: (Pessimistic - Optimistic) / 6

Decomposition

A technique for progressively breaking down the scope into smaller and smaller components. It is performed on nodes of the work breakdown structure and typically stops when the pieces are small enough to be assigned and estimated for time and cost. These smaller nodes (work packages) are later broken down further into schedule activities. This process ends when the scope is broken down into work packages.

Critical Path Method

A technique of schedule analysis, where the schedule activities are evaluated to determine the float (or slack) for each activity and the overall schedule. The critical path method uses forward pass, backward pass, and float analysis to identify all network paths, including the critical path. The reason this technique is known as the critical path method is that the path of least flexibility and highest risk (ie the critical path) is identified so that it may be managed appropriately.

Decision Tree (using EMV)

A technique used to combine the probability and impact of the potential results of a decision. It allows project managers to distinguish between decisions where we have control and chance events that may or may not happen. It takes account of the costs and rewards of decision options as well as the probabilities and impacts of associated risks. Calculate all the costs with their probabilities (using EMV), and you will be able to calculate the Net Path Value and see which decision has less of a cost risk involved.

Actual Cost (AC)

A term used in earned value management, it represents the amount that has been spent by the project up to a point in time. It is often contrasted with earned value to show the difference between the amount of value earned on the project (EV) and what was spent to earn that value (represented by this term).

McGregor's Theory X and Theory Y

A theory of motivation based on *management perceptions of worker attitudes* in the workplace. "Theory X" managers assume workers are lazy and unmotivated. They believe in close supervision and micromanagement. "Theory Y" managers assume workers are intrinsically motivated and may be trusted to get the job done. PMI does not advocate Theory Y over Theory X. instead, different environments and individuals call for one style or another.

Expectancy Theory

A theory of motivation that states that a promise of reward (or positive outcome) motivates performance; It is only effective if it is believed that the outcome is achievable (Victor Vroom's theory).

Herzberg's Motivation-Hygiene Theory

A theory that states two factors influence work satisfaction: 1) Hygiene factors - are necessary, but do not motivate. 2) Motivational factors - motivate, but will not work unless hygiene factors are present and satisfactory.

Contingency Theory

A theory which states that the effectiveness of a leader's style is contingent upon the situation: Effective style ---> Situation Leaders may be task-oriented or relationship-oriented; what made the leader successful on one project may work against them on a different project (different situation).

Fixed Price with Economic Price Adjustment Contracts (FP-EPA)

A type of contract that is useful in long-term (years) contract to adjust the contract price based on a financial index (economic price adjustments). It is still a fixed price contract with the seller bearing the performance risk; however, the EPA provides pre-defined protection for both the buyer and seller tied to interest rates, price indices, or exchange rates, for example.

Cost Reimbursable Contract (CRC)

A type of contract where project costs incurred by the seller are reimbursed by the buyer. In addition, the buyer typically pays the seller an additional fee for the seller's profit. Cost-reimbursable contracts often include incentives to the seller to keep costs down, where the seller would share a percentage of the cost savings with the buyer. The share of risk distributed to the buyer and seller depends upon the specifics of the contract. There are two common types of CRCs: 1) Cost Plus Fixed Fee 2) Cost Plus Incentive Fee

Cost-Plus-Fixed-Fee (CPFF)

A type of contract where the buyer pays the seller's allowable costs for performing contractual duties plus a fixed sum for performing the work. The buyer bears much of the risk by paying the seller's allowable costs; however, this contract type places some of the burden on the seller, since the seller's profit is fixed regardless of how long or expensive the contract work is.

Cost-Plus-Incentive-Fee Contract (CPIF)

A type of contract where the buyer pays the seller's allowable costs for performing contractual duties plus an incentive fee tied to the seller's performance. The incentive is often calculated by the seller's performance at keeping costs down. This contract type distributes the risk between the buyer and the seller.

Time and Materials Contract

A type of contract where the buyer reimburses the seller for the seller's time at a predefined rate, and for material expenses the seller incurs on the project. A pure time and materials contract shifts the primary risk to the buyer, as there are no direct financial incentives for the seller to control labor or material costs. It is appropriate when the buyer has not provided a well-defined statement of work.

Fixed-Price-Incentive-fee Contract (FPIF)

A type of contract where the seller is paid a fixed price for the contract but can also earn an incentive fee, paid by the buyer, for achieving predefined targets related to the seller's contract performance. It is a combination of fixed price and cost plus incentive fee, and the risk is shared by both the buyer and the seller before the Point of Total Assumption (PTA).

Activity on Node (AON) diagram

A type of graphical project network diagram where schedule activities are represented by nodes (usually rectangles), and their interdependencies are represented by lines with arrows.

Responsibility Assignment Matrix (RAM) Chart

A way of showing which positions will be responsible for project deliverables. Positions are represented in columns, and work packages are shown in rows. Includes the organizational breakdown structure: project roles (top row of matrix) and the WBS work packages (furthest left column).

Communication Channels

A way to analyze and calculate the channels of communication on the project. It is useful when determining how to manage communication. How many channels of communication exist between 5 people? Answer = 10 Formula - n x (n-1) / 2

Passive Acceptance Strategy

Accept the risk; create an ad hoc workaround after the risk occurs; no proactive steps - considered "passive."

Active Acceptance Strategy

Accept the risk; establish contingency reserves (funds and/or time) to help if it occurs - considered "active."

Terms of Communicating

Active Listening: The active listener takes active steps to make sure that the message was understood Effective Listening: To be an effective listener, it requires the receiver's full thoughts and attention. An effective listener provides feedback and confirms that the message was received clearly. Feedback: Verbal and nonverbal cues that communicate - smiles, nods, eyes narrowing, and asking questions are all forms of feedback. Nonverbal: Body language that communicates - a good listener must pay attention to nonverbal communication as well as verbal. Paralingual: Communicating through the tone, volume, or pitch of the voice; it may not even be words! It relates to what was communicated in the way in which something was said rather than the actual words. Communication Blockers: Anything that disrupts or interferes with the sender's encoding or the receiver's decoding a message.

Logical Relationship

Activity dependency. Types of Logical Relationships include: 1) Finish-Start (C must finish before D can start) 2) Finish-Finish (F must finish before G can finish) 3) Start-Start (K must start before L can start) 4) Start-Finish (X must start before Y can finish)

Resource Smoothing

Adjusting the number of resources to help keep resource usage relatively level. When resource smoothing is used, the critical path and the completion date do not change even though individual activity durations likely will move (reduce over-allocations and fluctuations in resource demand).

Individual Project Risk

Affects one or more project objectives - an uncertain event or condition that, if it occurs, has a positive or negative effect on a project's objectives.

Overall Project Risk

Affects the project outcome/success - the effect of uncertainty on the project as a whole.

Fibonacci Technique

Agile estimation refers to a way of quantifying the effort needed to complete a development task. Many agile teams use story points as the unit to score their tasks. The higher the number of points, the more effort the team believes the task will take. The Fibonacci sequence is one popular scoring scale for estimating agile story points. In this sequence, each number is the sum of the previous two in the series. The Fibonacci sequence goes as follows: 0, 1, 1, 2, 3, 5, 8, 13, 21, 34, 55, 89... and so on. Fibonacci agile estimation refers to using this sequence as the scoring scale when estimating the effort of agile development tasks.

Organizational Process Assets

All historical information or knowledge that an organization has at its disposal, which may be used to help future projects (anything that helps). Examples include templates, forms, research results, WBS, quality standards, benchmarks, previous plans, contracts, etc. Input in all processes except Validate Scope and Monitor Risks.

Activity List

All schedule activities that need to be performed on the project; Each schedule activity on the list should point back to one and only one WBS work package.

Analogous Estimating

Also known as "Top-Down Estimating." An estimating technique that uses the historical information from previously performed activities that are similar in nature, to estimate the effort, duration, or cost needed to complete an activity (a tool that generates estimates by using actual duration information from a similar activity previously performed on this or another project).

Quality Check Sheet

Also known as a tally sheet, it keeps the running totals of quality incidents and facts; gathers totals of situations that occur for later analysis.

Cost Variance (CV)

Also known as budget variance, is the difference between the actual cost and the budgeted cost, or what you expected to spend (EV) versus what you actually spent (AC). It is expressed as: Earned Value (EV) - Actual Cost (AC). For example, if you have a calculated EV of $32,400, and an AC of $32,000, it would be: $32,400 - $32,000 = $400 Zero (0) is good - on budget Positive (+) is good - Under budget (ahead of) Negative (-) is bad - Over budget (behind)

Control Account

Also known as the "cost account," it is a node on the WBS where the scope, schedule, and cost are measured. They contain one or more work packages and are used to measure earned value. A project may have numerous amounts of these items placed on the WBS at nodes where it would be particularly meaningful to measure the earned value of those parts of the project (typically several work packages roll up to a control account for earned value measurement purposes).

Earned Value

Also known as the Budgeted Cost of Work Performed (BCWP), it is a cost accounting term representing the value of the work that has actually been completed up to a point in time. This term is different from Actual Cost (AC) because it measures what was actually done and how much that is worth, which is different from what has been spent (a project performance measurement technique based on the idea that work performed on a project creates worth in the project). Expressed as Actual % complete X BAC. For example, if a project consisted of building a fence that is 8000 feet in total length, and the cost is estimated at $12 per foot, with the total time estimated to take 16 weeks but workers have only completed 2700 feet, it would be: 2700 feet / 8000 feet = 33.75% 33.75% X BAC ($96,000) = $32,400 EV = $32,400

Planned Value (PV)

Also known as the Budgeted Cost of Work Scheduled (BCWS). This term represents the value that should have been realized on the project at a given point in the schedule. It is contrasted with Earned Value, and it is used to determine how much work was planned to have been done by this point in time, in terms of money. Expressed as Planned % complete X BAC. For example, if a project consisted of building a fence that is 8000 feet in total length, and the cost is estimated at $12 per foot, with the total time estimated to take 16 weeks but workers have only completed 5 weeks, it would be: 5 weeks / 16 weeks = 3.125%. 31.25% x BAC ($96,000) = $30,000 PV = $30,000

Emotional Intelligence

Also known as the emotional quotient (EQ), the PM needs a strong ability to relate and to negotiate. Combination of: - Self-awareness: knowing own strengths and weaknesses - Social-awareness: aware of how one is perceived by others; tailoring behavior as needed - Gauging the mood and emotions of others

Schedule Performance Index (SPI)

Also known as work efficiency, it is the efficiency ration of the project work actually accomplished per the work planned to be accomplished. It is calculated by dividing the Earned Value by the Planned Value: EV / PV. For example, if you have a calculated EV value of $32,400 and a calculated PV value of $30,000, you would take $32,400 / $30,000 = 1.08. The interpretation would be: "the team is progressing at a rate 108% of the planned rate of progress." Forecasted schedule = total work time / SPI: 16 weeks scheduled / 1.08 = 14.8 weeks.

Quality Audit

An activity to understand if project processes are compliant with policy and procedures. Discover: - Areas for productivity improvement - Incorrect or non-proper processes - Lessons learned & best practices - Potential reductions in COQ - Improvements in deliverables acceptance

Cost-Benefit Analysis (CBA)

An analysis of potential scope changes and the forecasted benefits of making these changes and the costs involved. Quality is the section on the exam where this is most relevant, and in quality management, benefits should always outweigh costs.

Monte Carlo Simulation

An analysis technique used to gauge the probability of particular outcomes by running a large number of scenarios with varying parameters. This technique may show impacts of risk events to the schedule that may not be obvious using other methods.

Reserve Analysis

An analytical technique to determine the essential features and relationships of components in the project management plan to establish a reserve for the schedule duration, budget, estimated cost, or funds for a project. This would include gathering data/running reports to determine how much money and how many days of schedule have been consumed by risks that have occurred to date on the project. Next, you would compare the totals with the amount of money and amount of time set aside to deal with risks (this is in the monitor risks process)

Present Value (PV)

An economic calculation that calculates how much future payments are worth in today's currency. It is always smaller than the sum of future payments due to the time value of money.

Rough Order of Magnitude (ROM) estimate

An estimation of a project's level of effort and cost to complete. This estimate takes place very early in a project's life cycle — during the project selection and approval period and prior to project initiation in most cases. The main purpose of the this estimate technique is to provide decision-makers with the information necessary to make a decision on whether it makes sense to move forward with the project based on the estimated level of effort, in terms of completion time and cost.

Earned Value Analysis (EVA)

An industry-standard method of measuring a project's progress at any given point in time, forecasting its completion date and final cost, and analyzing variances in the schedule and budget as the project proceeds. It is a communication tool, and it's all about how the project is doing against the plan.

5 Whys (5 Why) technique

An iterative elicitation method used to explore cause-and-effect relationships underlying a particular problem. The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?". Each answer forms the basis of the next question.

Matrix Organization Type

An organization in which human resources have both a functional manager and a project manager. They are a very common organizational type. Departments exist, allowing functional managers to manage the people in them. Project managers "borrow" resources for projects, and these resources eventually return to their functional departments.

Projectized Organization Type

An organization which is structured by projects; no functional departments exist. The project manager has responsibility for the people and the project. While it gives the PM complete control, it risks overburdening the PM with human resource responsibilities.

Stakeholder Engagement Levels

Analytical techniques might result in classifying and comparing the current level of stakeholder engagement to the desired level: In the negative engagement levels: 1) Resistant In the neutral engagement levels: 1) Neutral 2) Unaware In the positive engagement levels: 1) Leading 2) Supportive

Alternative Dispute Resolution (ADR)

Another technique to reach agreement on a contract claim/dispute beyond negotiation; e.g. arbitration or mediation. Negotiation is the favored approach to resolving claims and disputes.

Enterprise Environmental Factors

Any factor outside of the project's control that influences the project. This could include organizational attitudes, culture, reporting relationships, government, the economy, laws, etc. Input in all initiating, all planning, most executing (8/10), and half monitoring and controlling processes.

Data Representation

Any means of depicting data visually in order to aid in its comprehension by team members, customers, the performing organization, or other stakeholders. Also, graphics or methods to convey, depict, or present information; a group of 15 techniques. Used more in planning and M&C (Stakeholder Engagement Assessment Matrix and Mind Mapping).

Decision Making

Any one of numerous tools such as voting or multicriteria decision analysis, used to drive to a decision. An assessment of alternatives or issues by reaching a group decision (can also include Autocratic, Prioritization, and Ranking).

Data Analysis

Any technique used to analyze raw data, including alternatives analysis and reserve analysis. Structured or unstructured techniques to understand root causes or forecasts. Used as tool in 18 planning processes and 10 M&C processes.

Senior Management

Anyone more senior than the project manager. Their role in the project is to help prioritize projects and make sure the project manager has the proper authority and access to resources. May be called upon to resolve conflicts within the organization.

Crashing

Applying additional resources to one or more activities in order to complete the work more quickly. This technique usually increases cost more than risk and can lead to the law of diminishing returns as resource allocation passes optimal levels (increasing resources in order to shorten the activity duration). For example, instead of using only 1 painting crew, 3 crews will be used at the same time.

Achieve Quality via Standards

BSI - British Standards Institute (by Royal Charter, 1929) BS 5750 gave way to ISO 9000 series. ISO 9000 (International Organization for Standardization) - Certification of processes, documentation, and adherence.

Benefit Measurement Methods

Between projects, bigger is better for these measures: - Benefit Cost Ration (BCR) - Economic Value Add (EVA) - Present Value (PV) and Net Present Value (NPV) - Internal Rate of Return (IRR) - Return on Investment (ROI) - Return on Invested Capital (ROIC) Between projects, smaller is better for these measures: - Payback Period - Opportunity Cost

The Competing Constraints

Beyond the traditional Iron Triangle: - Scope - Budget - Quality - Resources - Schedule - Risks

Key inputs/outputs for Manage Stakeholder Engagement

Both the key inputs and key outputs for this executing process are: 1) Change Log (output is updated) 2) Issue Log (output is updated)

Lead

Changing the finish-to-start relationship between two schedule activities so that the dependent activity can start before the preceding activity finishes. Given that activity B cannot start until activity A has finished, if 2 days of lead time were applied to activity B, then activity B could start 2 days before activity A finishes. These are used to efficiently manage the schedule and get a head start on certain activities where possible.

Lag

Changing the finish-to-start relationship between two schedule activities so that the dependent activity cannot start until a given amount of time after its preceding activity finishes. Given that activity B (erecting a building frame) cannot start until Activity A (pouring concrete) has finished, if 3 days of lag time were applied to activity A (e.g., to allow the concrete to cure), then activity B could not start until 3 days after activity A finishes. These are used to represent calendar time that must elapse when no actual work is taking place by project resources.

Process Framework Matrix

Every process is a member of one and only one knowledge area, AND, every process is a member of one and only one process group. There are 5 Process groups, 10 knowledge areas, and 49 Processes.

Data Gathering

Collecting data and information from various sources, i.e. any technique used to solicit and document ideas such as brainstorming, expert interviews, focus groups, questionnaires and surveys, and benchmarking. These techniques may be oriented toward a high quantity of ideas or higher quality ideas. A common tool in ALL Initiating processes, heavier in Planning. A group of 9 techniques, the most common being Interviews and Brainstorming.

Change Requests

Common Output, can affect Scope, Schedule, Budget, etc. It is any requested change to a documented baseline. They are typically only implemented once the scope, cost, schedule, or quality is "baselined." Since these are formal, before project baselines exit a less formal method is generally used. They are processed according to the change control system (corrective actions, preventive actions, defect repaires). Most Executing (8/10) and M&C (11/12).

Organizational Process Asset Updates

Common output, communicates any updates integrated into the Organizational Process Assets. Several in Executing (6/10), Some M&C (2/12), and Closing process.

Project Management Plan Updates

Common output, communicates any updates integrated into the project management plan. Few in planning, most in Executing (9/10), and most M&C (11/12).

Common Outputs

Examples Include: 1) Change Requests 2) Work Performance Information (WPI) 3) Updates (Docs, Plan, Organizational Process Assets [OPAs])

Value Engineering

Designing ever aspect of a project to obtain the maximum value: trying to decrease costs, increase profitability, improve quality, and shorten the schedule without changing the scope of an item.

Dependency Determination and Integration

Determines the order of sequence or an activity's placement within the project schedule. The three types are: 1) Mandatory — hard logic, essential 2) Discretionary — soft logic, preferred 3) External — dictated by parties outside of the project

Process Analysis

Discover improvement opportunities - from recognized problems, constraints, and waste. Involves: 1) Preventive actions 2) Corrective actions

Project Documents

Documents other than the Project Management Plan. Some examples include: Activity List, Change Log, Risk Register, Project Charter, Issue Log, etc. Not used as an input in 6 processes: Develop Project Charter, Develop PM Plan, Plan Scope Management, Plan Cost Management, Plan Schedule Management, Define Activities.

Common Inputs

Examples include: 1) Project Management Plan (96% of processes) 2) Organizational Process assets (96% of processes) 3) Project Documents (88% of processes) 4) Enterprise Environmental Factors (82% of processes) 5) Project Charter (29% of processes) 6) Agreements (22% of processes) 7) Work Performance Data (20% of processes)

Closing Processes

Focus on closing out the project or phase; ramping down the project to completion.

Root cause analysis

Identify/solving underlying causes of problems. Remove the root cause, and the problem does not re-occur.

Fast Tracking

Performing project activities in parallel that would have been performed in sequence. It is most often the discretionary dependencies that are discarded in order to fast track activities. Fast tracking usually results in the project schedule being completed in a shorter timeframe, but it typically increases risk.

Project Coordinator

In some organizations, project managers do not exist, and use this role instead. Significantly weaker than a project manager. This person may not be allowed to make budget decisions or overall project decisions, but they have some authority to reassign resources. Usually found in weak matrix or functional organizations.

Stakeholders

Individuals who are involved in the project or whose interests may be positively or negatively affected as a result of the execution or completion of the project. They ma exert influence over the project and its results. Usually refers to the key _______________ who are identified as most important of influential ones on the project.

Communication Methods

Informal Written: Includes email, memos Formal Written: Includes contracts, the project plan, important communications. Informal Verbal: Includes conversations, phone calls, discussions. Formal Verbal: Includes speeches, presentations, mass communications, meetings (regular and ad hoc). Framing Communications in a different way: Interactive: meeting where people can ask questions. Push: email message Pull: report posted on a website

Resource Breakdown Structure (RBS)

It is a graphical representation of the hierarchical structure of resources by category and resource type where each level is broken down until it is small enough to be used in conjunction with the work breakdown structure (WBS). The goal is to have all resources on a project, not only human resources, linked to specific activities in the WBS in order to plan, monitor, and control the project work. Being able to link resources back to the WBS is essential in ensuring that each activity will be successfully performed. One thing to remember when taking the PMP Exam is that the acronym RBS has two meanings in the world of project management; Resource Breakdown Structure and Risk Breakdown Structure. If you read the questions carefully and understand the context of the question context (i.e., are they asking about resources or risks?) you should not encounter any problems.

Cost Performance Index (CPI)

It is an earned value calculation borrowed from the discipline of cost accounting. It can be useful for predicting future performance based on previous history, as well as for plotting trends over time. Conventional wisdom dictates that a value >= 1 is preferable since that indicates that the project is earning value at a cost that is better than planned, while a value < 1 is undesirable since it indicates that performance lags the plan. It is expressed as Earned Value (EV) / Actual Cost (AC), and it is helpful in forecasting what the final cost will be. For example, If you have a calculated EV of $32,400, and a calculated AC of $30,000, then: $32,400 / $32,000 = 1.0125 In other words, for every dollar the project team is spending, they receive a value of $1.0125.

Leading and Managing

Leading is different than managing. Managing involves producing results. Leading involves: 1) Establishing direction or vision 2) Aligning people to that direction, and 3) Inspiring them to move in that direction.

Meetings

Live or online sessions where the participants exchange information, collaborate in real time, and drive decisions. It is a common tool used frequently in processes. Each stakeholder who attends should have a clearly defined role pertaining to the meeting and expectations of the meeting. Common tool used in 15 planning processes, 6 M&C processes, and ALL Communications and Stakeholder processes.

Continuous Improvement - Kaizen

Philosophy stressing constant process improvement, even if the change in products, services, or process is small. Kaizen is the Japanese management term for this concept. It literally translates to "small changes."

Problem Solving

Methodical steps to understanding and resolving a problem: 1) Identify - isolate the problem 2) Define - understand the problem 3) Investigate - get more information 4) Analyze - determine the root cause 5) Solve - find the best solution 6) Check - verify the results

Influencing - Forms of Power

Most effective influencing forms of power: - Reward: ability to provide money, time off, promotions, etc. - Expert: you know more about this than anyone else. Less effective influencing forms: - Legitimate (formal authority): you are the boss - Referent (2 perspectives): Based on who you are associated with or respect, personal magnetism, or charisma - based on how liked you are. Least effective influencing forms: - Punishment (coercive): ability to fire, demote, or generally punish.

Common Causes

Normal, generally accepted, e.g. defect due to normal fluctuation, predictable variation, natural pattern.

"Escalate" Strategy for Negative Risks

Not a favored response; use when a risk is above a PM's level of authority; provide a clear hand-off of responsibility. Example Risk: the company is in negotiations to be sold. Strategy: Hand-off to senior management.

"Escalate" Strategy for Positive Risks

Not a favored response; use when a risk is above a PM's level of authority; provide a clear hand-off of responsibility. Example Risk: the uncertainty of legislation that will reduce barriers to your project's preferred technology. Strategy: Hand-off to your organization's lobbyists or trade association.

Difference between enterprise environmental factors and organizational process assets

Organizational process assets (OPAs) "are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization" (PMBOK Guide, 27). PMBOK further breaks OPAs down into (1) process and procedures and (2) corporate knowledge base. You might know process and procedure OPAs as your financial close at the end of the month, project schedules, or contract templates, among many, many others. Corporate knowledge base OPAs might be financial databases, lessons learned from previous projects, or even actual project documents from those projects. Enterprise environmental factors (EEFs) "refer to conditions, not under the control of the project team that influence, constrain, or direct the project" (PMBOK Guide, 29). Think that's a pretty broad definition? Well, you're right — EEFs can be anything from organizational culture to existing infrastructure to staff skill levels to risk tolerance! OPAs are always of positive support to the project, while EEFs can have a positive or negative impact on the project.

Historical Information

Organizational process assets - in particular, records that have been kept on prior projects. Benchmark current projects, resource usage, lessons learned, useful in planning activities, prevent repeated mistakes.

Assumption and constraint analysis

Part of the Identify Risks process, this refers to a specific technique that is used by project team members to minimize risks involved in making assumptions during the process of planning a particular project. The process in which this analysis takes place is fairly straightforward, yet is essential to minimizing risk. As part of the identify risks process, members of the team must check assumptions made during planning to validate them and, possibly, uncover more risks.

Work Authorization System (WAS)

Part of the overall project management information system (PMIS), it is used to ensure that work gets performed at the right time and in the right sequence. It may be an informal email sent by the project manager to a functional manager, or a formal system to get an assigned resource released to complete scheduled work.

"Avoid" Strategy for Negative Risks

Plan the project in such a way as to eliminate this risk. Example Risk: the risk of overtime charges for rental equipment. Strategy: Purchase the equipment

"Exploit" Strategy for Positive Risks

Plan to change the risk probability to 100%. Example Risk: the uncertainty of winning additional projects based on completing the in-flight project earlier than scheduled. Strategy: Add resources to definitely finish early.

"Share" Strategy for Positive Risks

Plan to improve probability or impact of an identified risk by partnering with another party. Example Risk: the possibility of achieving the project scope - a breakthrough technology as a deliverable. Strategy: structure the project as a joint venture with your team and a research & development firm.

"Enhance" Strategy for Positive Risks

Plan to increase either the probability and/or impact of an opportunity. Example Risk: an airline's uncertainty of selling more tickets during heavy holiday travel periods. Strategy: add more scheduled flights to historically busy dats and destinations during the holidays.

"Accept" Strategy for Positive Risks

Plan to not use any other strategy, but to just accept the risk and continue with the project. Example Risk: the uncertainty of a decrease in gasoline costs related to project transportation expense. Strategy: Make no plans; take the decreased cost in increased profit if it occurs.

"Accept" Strategy for Negative Risks

Plan to not use any other strategy, but to just accept the risk and continue with the project. Example Risk: the uncertainty of an increase in gasoline costs related to project transportation expense. Strategy: Make no plans; take the increased cost in reduced profit if it occurs.

"Transfer" Strategy for Negative Risks

Plan to place the risk responsibility on another party. Example Risk: the uncertainty of labor effort and cost required for a project activity. Strategy: Outsource the activity at a fixed price.

"Mitigate" Strategy for Negative Risks

Plan to reduce the uncertainty, either the probability and/or impact of occurrence. Example Risk: the risk of interior beach home damage due to a storm. Strategy: install metal storm shutters.

Planning Processes

Process: associated with creating a plan; planning is iterative with more detail being added to plans during the project - hence the inclined ramp at the top of the shape.

Executing Processes

Process: focus on carrying out some aspect of the project plan; the base curve reflects the daily ups-and-downs of project activities being performed.

Monitoring and Controlling Processes

Process: measure the work results against the plan and make adjustments where variances exist; the top slopes of the process shape reflect the resulting approved change requests.

Initiating Processes

Process: takes place early in the project or project phase; Involved in starting, or ramping up, the project.

Work Performance Information (WPI)

Processed information on how the work is being performed, gathered during the Executing processes. It begins to flow as soon as the work is executed. Among other things, it includes the status of deliverables, how things are performing against cost and schedule goals, and how the product measures up against quality standards. Includes: Summary figures, Statistics, Percentages, Lessons Learned, etc. Most M&C (10/12, not an output of Integration Management).

RACI Chart

RACI is an acronym derived from the four key responsibilities most typically used: responsible, accountable, consulted, and informed. A RACI chart is a simple matrix used to assign roles and responsibilities for each task, milestone, or decision on a project. By clearly mapping out which roles are involved in each project task and at which level, you can eliminate confusion and answer the age-old project question, Who's doing what?

Work Performance Data

Raw, unanalyzed data collected as the work is being performed. Can include: 1) Cost and schedule indicators 2) Status of deliverables 3) Defect repairs 4) Technical indicators Used as input in 10 Monitoring and Controlling process (but not used as an input in Integration Management).

What are the six project phases?

Six project phases (in order of performance, see page 26 in the textbook): 1) Conceptual 2) Planning 3) Construction 4) Testing 5) Implementation 6) Closure

Tuckman's Ladder Model of Team Development

Team formation usually follows easily recognizable stages, known as "forming, storming, norming, and performing." Psychologist Bruce Tuckman, who created this memorable phrase, later added a fifth stage, "adjourning" or "mourning." It focuses on the way in which a team tackles a task from the initial formation of the team through to the completion of the project. ... Often teams are involved in projects at work lasting for months or years and it can be difficult to understand experiences in the context of a completed task.

PM Management Skills

Technical Skills: - Focus, tailoring, planning and priorization, managing Strategic/Business Management Skills: - Knowledge of the strategy, mission, goals, products, services, market, operations, competition Leadership Sklls: - Dealing with people, communicating, collaborating.

"A-TEAM" Strategy for Negative Risks

The acronym to describe the possible strategies for negative risks: 1) Avoid 2) Transfer 3) Escalate 4) Accept 5) Mitigate

"EASEE" Strategy for Positive Risks

The acronym to describe the possible strategies for positive risks: 1) Exploit 2) Accept 3) Share 4) Enhance 5) Escalate

Acquisition

The act of getting or receiving something, or the item that was received. An example of this is the purchase of a house. It is part of resource management and together with deployment, it is necessary to deliver the final outcome of the project. It is crucial for the owner of the project to identify the different resources that are needed to deliver work as well as the scheduling of the acquisition of the resources.

Statistical Independence

The condition when the outcomes of two processes are not linked together or dependent upon each other. Flipping a coin and getting "heads" does not affect the chance that "heads" will results from a second flip. The two events are statistically independent.

Quality

The degree to which a set of inherent characteristics fulfill the requirement. Meeting the customer's requirements: 1) Grade 2) Quality A product can be specified as low-grade and high-quality at the same time.

Functional Manager

The departmental manager in most organizational structures, such as the manager of engineering. Usually "owns" the resources that are loaned to the project, and has human resources responsibilities for them. Can be a rich source of expertise, or even are the most likely persons with whom project managers experience conflict on a project.

Variance At Complete (VAC)

The difference between what was budgeted and what is forecasted to have been spent. This term is calculated by subtracting the estimate at complete from the budgeted at completed, or BAC - EAC. For example, if you have a calculated BAC of $96,000 and a calculated EAC of $94,814.81, it would be: $96,000 - $94,814.81 = $1,185.19 Zero (0) is good - on budget Positive (+) is good - Under budget (ahead of) Negative (-) is bad - Over budget (behind)

Key inputs for Estimate Activity Durations

The key inputs for this planning process are: 1) Activity List 2) Resource Calendars 3) Resource Requirements 4) Project Documents The activity list is from Define Activities. Resource Requirements and Calendars come from the Estimate Activity Resources Process.

Project Charter

The document that creates the project. Although it may be created by the Project Manager, it is signed by the sponsor, and it names the project manager and gives him or her the authority to manage the project. - Project is triggered by a need - May be driven by an agreement (contract) - Project is selected from many proposed projects based on financial and business priorities (business case) - The charter authorizes (empowers) and names the Project Manager. Used as input in 1 initiating process, 12 planning processes, and 1 closing.

Benefits Management Plan

The document that describes how and when the benefits of the project will be delivered and describe the mechanisms that should be in place to measure those benefits. It is also an input to developing the Project Charter.

Project Scope Statement (PSS)

The document that states the project requirements by describing objectives, deliverables, boundaries, and acceptance criteria. Many plans, like the Scope Statement, are revisited throughout the life of the project.

Key input for Validate Scope

The focal input to this scope/M&C process is: 1) Verified Deliverables

Estimate at Completion (EAC)

The forecasted amount a project should cost at its end, factoring in all of the performance metrics that have occurred at this point in the project. at a project's beginning, the this value should be equal to the Budgeted at Completion (BAC) ; however, if the project performs better than expected, or if risk occurrence is lower than expect, than this value could be lower than BAC. Conversely, if there are performance or risk problems associated with the project, this value may well trend higher than the BAC. There are numerous ways to calculate this value, but it is expressed as BAC / Cost Performance Index (CPI). For example, if you have a calculated BAC of $96,000, and a calculated CPI of 1.0125, then: $96,000 / 1.0125 = $94,814.81 In other words, based on the team's spending efficiency, the completed project should cost $94,814.81.

Estimate To Complete (ETC)

The forecasted amount it will take to finish a project from a point in time going forward. This term factors in known performance metrics, and answers the question, "how much more will it cost us to complete the project at this point?" There are numerous methods for calculating this and the closely related Estimate At Completion. The main formula you should know is: Estimate at Completion (EAC) - Actual Cost (AC) For example, if you had a calculated EAC of $94,814.81 and a calculated actual cost (up to that point) of $32,000, it would be: $94,814.81 - $32,000 = $62,814.81

Program Manager

The individual(s) responsible for the programs. Organizes and manages multiple projects coordinated together at a higher level than the project manager does.

Key input for Control Resources

The key input for this M&C process is: 1) Work Performance Data The raw data of the types of resources and quantity used.

Key input for Control Scope

The key input for this Scope M&C process is: 1) Work Performance Data (raw data on all actual aspects of the project work; lower level of detail than WP Info or WP Reports).

Key input for Identify Stakeholders

The key input for this initiating process is: 1) Project Charter. The charter may contain a description of some stakeholders and interests/impacts in the project.

Key input for Perform Integrated Change Control

The key input for this integration/M&C process is: 1) Change Requests

Key input for Close Project or Phase

The key input for this integration/closing process is: 1) Accepted Deliverables

Key input for Identify Risks

The key input for this planning process is: 1) Agreements Contracts usually contain penalties for non-performance as well as rewards if specific goals are met - a source of risks.

Key input for Define Scope

The key input for this scope/planning process is: 1) Requirements Documentation

Key input for Collect Requirements

The key input for this scope/planning process is: 1) The Project Management Plan

Key input for Manage Project Knowledge

The key input to this integration/executing process is: 1) Deliverables

Key input for Create WBS

The key input to this planning process (decomposing the work) is: 1) Project Management Plan

Key inputs for Develop Project Management Plan

The key input to this process is: 1) Outputs from other processes.

Key inputs for Control Quality

The key inputs for this M&C process are: 1) Deliverables 2) Project documents 3) Metrics

Key inputs for Control Costs

The key inputs for this M&C process are: 1) Project Funding Requirements 2) Cost baseline (PM Plan) Though the PM plan is the formal input, the Cost Baseline component is of most interest.

Key inputs for Manage Team

The key inputs for this executing process are: 1) Work Performance Reports 2) Team Performance Assessments These inputs help the project manager regularly assess the performance of the team so that issues can be identified and managed.

Key inputs for Develop Schedule

The key inputs for this planning process are: 1) Activity List 2) Network Diagram 2) Duration Estimates Activities + Sequence + Duration = Schedule

Key inputs for Determine Budget

The key inputs for this planning process are: 1) Agreements 2) Cost estimates Contracts may provide information about what costs are obligated as well as when they are to be paid.

Key Inputs for Develop Project Charter

The key inputs include: 1) Business Documents 2) Agreements

Key inputs for Sequence Activities

The key inputs to this process are: 1) Activity List 2) Milestone List 3) Project Documents

Key inputs for Direct and Manage Project Work

The key inputs to this process are: 1) PM Plan 2) Approved change requests In this process, we are primarily interested in the part of the plan that describes how to execute the project.

Key inputs for Monitor and Control Project Work

The key inputs to this process are: 1) Work Performance Information 2) Project Management Plan (PMP) 3) Schedule Forecast 4) Cost Forecast 5) Project Documents

Key output for Validate Scope

The key output for this M&C process is: 1) Accepted Deliverables Deliverables may be accepted often during the life of a project.

Key output for Control Resources

The key output for this M&C process is: 1) Work Performance Information Compiled and analyzed WP Data that can be more easily interpreted against the Resource Management Plan in assessing impact of change.

Key output for Implement Risk Responses

The key output for this executing process is: 1) Change Requests The main point of this process - change requests are the primary method of applying risk responses. (Cost-Schedule-Scope-Quality).

Key output for Manage Team

The key output for this executing process is: 1) Change requests Staff changes that change the Resource Management Plan should be documented and processed through the change control system.

Key output for Manage Communications

The key output for this executing process is: 1) Project Communications Informal, formal, written, verbal... - Project updates - Team performance - Deliverables status

Key output for Develop Team

The key output for this executing process is: 1) Team performance assessments Evaluation of how the team is performing, focusing on areas to improve, what tools and resources to obtain to help the team.

Key output for Identify Stakeholders

The key output for this initiating process is: 1) Stakeholder Register It provides the list and classification of stakeholders; may be published or kept for PM use only.

Key output for Plan Communications Management

The key output for this planning process is: 1) Communications Management Plan Specifies what information will be distributed and updated, in what format, how often, by whom, and to which stakeholders; descriptions of communication models and methods.

Key output for Estimate Activity Durations

The key output for this planning process is: 1) Duration Estimates (the length and time of each schedule activity is expected to take). Ideally these estimates are expressed as a range.

Key output for Sequence Activities

The key output for this planning process is: 1) Network Diagrams (project network diagram)

Key output for Define Scope

The key output for this planning process is: 1) Project Scope Statement

Key output for Plan Risk Management

The key output for this planning process is: 1) Risk Management Plan Containing high-level definitions and plans for: Project risk tolerance level, risk process descriptions, risk communications, risk breakdown structure (RBS), budget and schedule for risk activities.

Key output for Create WBS

The key output for this planning process is: 1) Scope Baseline The scope baseline is made up of: - The Project Scope Statement - the WBS (Work packages and Planning packages) - The WBS Dictionary The scope baseline becomes a component of the Project Management Plan.

Key output for Plan Stakeholder Engagement

The key output for this planning process is: 1) Stakeholder Engagement Plan Specifies the strategies and tactics about how to effectively engage stakeholders.

Key output for Control Scope

The key output for this scope/M&C process is: 1) Work Performance Information (the measured and analyzed differences between planned and actual).

Key outputs for Monitor and Control Project Work

The key output from this integration/M&C process is: 1) Work Performance Reports (WPRs)

Key output for Plan Schedule Management

The key output of this planning process is: - Schedule Management Plan This becomes a component of the PMP through the input to Develop Project Management Plan called Outputs from Other Processes.

Key output for Manage Project Knowledge

The key output of this process is: 1) Lessons Learned Register Captures lessons learned throughout the project life: - Enables continuous improvement - Updates the project's lessons learned register - Updates the organization's knowledge base

Key outputs for Control Quality

The key outputs for this M&C process are: 1) Verified Deliverables (products that have passed inspection and meet the specified quality standards) 2) Quality Control Measurements (results of the Control Quality testing and evaluations; as planned in Plan Quality Management)

Key outputs for Close Project or Phase

The key outputs for this closing process is: 1) Updated "Lessons learned" register 2) Final Product, Service, or Result Transition 3) Final Report

Key outputs for Acquire Resources

The key outputs for this executing process are: 1) Physical resource assignments 2) Project team assignments 3) Resource calendars What resources? and when they are available.

Key outputs for Conduct Procurements

The key outputs for this executing process are: 1) Selected sellers (first, an RFP, then proposals, negotiations, and now a decision of which seller(s) to provide goods and services) 2) Agreements (governing the performance of both the buyer and the seller). 3) an "unofficial" output for this process, but included here, a resource calendar.

Key outputs for Manage Quality

The key outputs for this executing process are: 1) Test and Evaluation Documents (to assess the accomplishment of the quality objectives) 2) Quality Reports (information available to support corrective actions, issue resolution, process/product improvement, defect repairs, etc.

Key output for Manage Stakeholder Engagement

The key outputs for this executing process are: 1) Updated issues log 2) Project documents updates Project Documents Updates - the issue log captures stakeholder concerns and condenses into a single document.

Key outputs for Perform Integrated Change Control

The key outputs for this integration/M&C process are: 1) Updated Change Log 2) Approved Change Requests

Key outputs for Plan Procurement Management

The key outputs for this planning process are: 1) Procurement Management Plan 2) Procurement strategy (how procurements will be organized; contract structure, what procurement phases/methodology will be used 3) Bid documents (these will contain requests for the information needed from potential sellers to make a selection decision) 4) Procurement statement of work (explains in sufficient detail what part of the scope is to be supplied to help potential sellers make bidding decisions) 5) Source selection criteria (upon what will the selection decision be based) 6) Make-or-buy decisions (include justification information) 7) Independent cost estimates (use as a benchmark for the sellers' proposals to determine if they are in line)

Key outputs for Determine Budget

The key outputs for this planning process are: 1) Project Funding Requirements 2) Cost Baseline The cost baseline states what costs will be incurred as well as when they'll be incurred; usually forms an "S-Curve"

Key outputs for Plan Quality Management

The key outputs for this planning process are: 1) Quality Management Plan 2) Quality Metrics (specifications for the deliverable quality).

Key outputs for Collect Requirements

The key outputs for this planning process are: 1) Requirements Documentation 2) Requirements Traceability Matrix

Key outputs for Plan Resource Management

The key outputs for this planning process are: 1) Resource Management Plan (identification of resources, plan for acquiring resources, staffing roles and responsibilities, resource histogram, and plans for training and release) 2) Team charter (team member expectations - how will team interact?)

Key outputs for Estimate Activity Resources

The key outputs for this planning process are: 1) Resource Requirements (the number and type of resource needed to accomplish the Schedule Activities). 2) Resource Breakdown Structure (RBS, Another breakdown structure - materials, equipment, employees, and contractors).

Key outputs for Identify Risks

The key outputs for this planning process are: 1) Risk Register (a list of all identified risks with specific, updated information about each). 2) Risk Report (a summary level document with high-level information about the identified risks and more details about the factors contributing to risk.

Key outputs for Develop Schedule

The key outputs for this planning process are: 1) Schedule Baseline 2) Project Schedule The schedule may be conveyed in various forms, depending on the best medium and level of detail for the intended audience (Senior Management - Milestone Chart, Anybody - Bar [Gantt] Chart, Team Only - Project Network Schedule Diagram).

Key outputs for Plan Scope Management

The key outputs for this planning process are: 1) Scope Management Plan 2) Requirements Management Plan Defines how to perform the remaining five processes in the Scope Management knowledge area. It becomes part of the Project Management Plan.

Key outputs for Direct and Manage Project Work

The key outputs from this process are: 1) Issue Log (key stakeholder issues) 2) Deliverables 3) Performance Data

Key Outputs for Develop Project Charter

The key outputs of this process are: 1) Assumption Log (major assumptions) 2) Project Charter

Key tool for Validate Scope

The key tool for this M&C process is: 1) Inspection A point-by-point review of the scope and the project deliverables.

Key tool for Control Schedule

The key tool for this M&C process is: 1) Iteration Burndown Chart (Data Analysis)

Key tool for Manage Team

The key tool for this executing process is: 1) Interpersonal and team skills This includes conflict management, decision making, emotional intelligence, influencing, and leadership.

Key tool for Plan Stakeholder Engagement

The key tool for this planning process is: 1) Data Representation (Stakeholder Engagement Assessment Matrix)

Key tool for Create WBS

The key tool for this planning process is: 1) Decomposition

Key tool for Control Scope

The key tool for this scope/M&C process is: 1) Data Analysis

Key tools for Monitor Risks

The key tools for this M&C Process are: 1) Audits (audits of risk management plan and risk response plans) 2) Reserve analysis (data analysis, periodically evaluating the amount of contingency time or money to ensure it is sufficient for the current list of risk events.

Key tools for Control Procurements

The key tools for this M&C process are: 1) Claims administration (disputes are unresolved "claims" in contract terms) 2) Inspections (inspection by buyer of seller's product and conformance to specifications) 3) Audits (review of the procurement process rather than the goods/service) 4) Data analysis (performance reviews, earned value, trend analysis)

Key tools for Monitor Stakeholder Engagement

The key tools for this M&C process are: 1) Communication skills (feedback, presentations) 2) Data representation (SEAM) Interpersonal and team skills (active listening, cultural awareness, leadership, networking, political awareness)

Key tools for Monitor Communications

The key tools for this M&C process are: 1) Data representation 2) Interpersonal and team skills - Stakeholder engagement assessment matrix (SEAM) - Visuals - Observation and conversation (MBWA) - Stay engaged with the team.

Key tools for Control Quality

The key tools for this M&C process are: 1) Inspection (for correctness: examining, comparing, testing, reviewing, measuring, and/or auditing relative to quality metrics) 2) Data Gathering (Quality check sheets and quality checklists) 3) Data representation (cause-and-effect diagrams, histograms, scatter diagrams, control charts)

Key tools for Control Resources

The key tools for this M&C process are: 1) Problem solving 2) Data Analysis (alternatives analysis, CBI, performance reviews, trend analysis)

Key tools for Control Costs

The key tools for this M&C process are: 1) To-complete performance index 2) Data analysis (Earned Value) Identifying areas where the project is performing differently than the plan.

Key tools for Conduct Procurements

The key tools for this executing process are: 1) Advertising (trade publications, sourcing websites, newspapers, direct email) 2) Bidder conferences (assures equal access to information by all potential sellers; no secret meetings) 3) Proposal evaluation (Data analysis, judge to award the contract: weighting system? screening systems?) 4) Negotiation (reaching mutual agreement on the contractual terms and conditions)

Key tools for Develop Team

The key tools for this executing process are: 1) Colocation (bringing the team members together physically to the same work space; Facilitates communications and team work) 2) Virtual Teams (a face-to-face kick-off meeting goes a long way in developing a virtual team) 3) Recognition and rewards (desirable behavior should be recognized and rewarded; focus on win-win rewards 4) Individual and team assessments 5) Interpersonal and team skills (conflict management, influencing, motivation, negotiation, team building)

Key tools for Manage Communications

The key tools for this executing process are: 1) Communication skills 2) Interpersonal and team skills Tailoring the report to the intended audience..."One size doesn't fit all."

Key tools for Manage Stakeholder Engagement

The key tools for this executing process are: 1) Communication skills (casual talking, issue discussion, meetings, reports, surveys. Helps understand stakeholder reaction to project activities and decisions). 2) Ground Rules (sets expectations for the behavior of team and other engaged stakeholders). 3) Interpersonal and team skills (soft skills: conflict management, negotiation, MBWA, political awareness, cultural awareness).

Key tools for Manage Quality

The key tools for this executing process are: 1) Data Analysis (Process Analysis, Root cause analysis) 2) Data Representation (Affinity diagrams, Cause-and-effect, flowcharts, histograms, Matrix diagrams, Scatter diagrams) 3) Audits 4) Design for X: DfC (Cost); Dfa (Assembly), DfM (Manufacturing), DfL (Logistics), Dfs (serviceability) 5) Quality improvement methods (Six Sigma)

Key tools for Acquire Resources

The key tools for this executing process are: 1) Pre-assignment (identifying specific resources to fill needs prior to the completion of the RMP) 2) Virtual teams (remote team members - typically involves more collaboration and communication tools) 3) Decision making (multicriteria decision analysis: select physical or human resources)

Key tools for Identify Stakeholders

The key tools for this initiating process are: 1) Data Gathering (brainstorming, questionnaires and surveys) 2) Data analysis (document analysis, stakeholder analysis) 3) Data representation (a graphical method of conveying the information from stakeholder analysis, stakeholder mapping)

Key tools for Estimate Activity Resources

The key tools for this planning process are: 1) Bottom-up estimating 2) Analogous estimating 3) Parametric estimating 4) Data analysis (alternatives analysis - while estimating resources, estimated costs and estimated durations are also weighted). Data analysis in planning is usually alternatives analysis, and when under M&C it is usually variance analysis.

Key tools for Plan Communications Management

The key tools for this planning process are: 1) Communication requirements analysis 2) Communication models 3) Communication methods 4) Data representation 5) Interpersonal and team skills

Key tools for Develop Schedule

The key tools for this planning process are: 1) Critical Path Method 2) Resource Optimization 3) Leads and Lags 4) Schedule Compression 5) Agile Release Planning

Key tools for Define Scope

The key tools for this planning process are: 1) Data Analysis ("Alternatives analysis," key approach in this process) 2) Product analysis

Key tools for Plan Quality Management

The key tools for this planning process are: 1) Data Gathering (Benchmarking, Brainstorming, Interviews) 2) Data Analysis (Cost-Benefit analysis, Cost of Quality) 3) Decision Making (Multicriteria decision analysis) 4) Data representation (flowcharting) 5) Test and inspection planning

Key tools for Collect Requirements

The key tools for this planning process are: 1) Data Gathering (brainstorming, interviews, surveys, etc.) 2) Data Representation (Affinity diagrams, Mind mapping) 3) Decision Making (voting, multicriteria decision analysis)

Key tools for Perform Qualitative Risk Analysis

The key tools for this planning process are: 1) Data analysis (risk probability and impact assessment, probability and impact matrix) 2) Data representation (Hierarchical charts, such as Bubble Charts)

Key tools for Plan Resource Management

The key tools for this planning process are: 1) Organizational theory (behavior and motivation) 2) Data representation (hierarchical charts, Matrix charts, Text formats)

Key tools for Sequence Activities

The key tools for this planning process are: 1) Precedence Diagramming Method 2) Dependency Determination and Integration 3) Leads and Lags

Key tools for Identify Risks

The key tools for this planning process are: 1) Prompt lists 2) Data gathering (brainstorming, interview experts, checklists) 3) Data analysis (root cause analysis, document analysis, assumptions and constraints analysis, SWOT analysis).

Key tools for Perform Quantitative Risk Analysis

The key tools for this planning process are: 1) Representations of uncertainty (probability distribution curve) 2) Data analysis (influence diagrams, simulation, sensitivity analysis, decision tree analysis)

Key tools for Plan Procurement Management

The key tools for this planning process are: 1) Source selection analysis: what approach? Least cost? Qualifications only? Quality-based? Quality and cost? Sole source? Fixed budget? 2) Make-or-buy analysis (data analysis, looking at all of the factors in the decision to make internally or to buy externally, for example: risk, cost, intellectual property, schedule, strengths and weaknesses.

Key tools for Plan Risk Responses

The key tools for this planning process are: 1) Strategies for threats (A-TEAM strategy for negative risks). 2) Strategies for opportunities (EASEE strategy for positive risks) 3) Contingent response to strategies (defining a risk response, but only invoking the plan if a trigger event occurs).

Key tools for Define Activities

The key tools in this planning process are: 1) Decomposition (used to break down the work packages into schedule activities) 2) Rolling Wave Planning

Key tools for Manage Project Knowledge

The key tools in this process are: 1) Knowledge Management 2) Information Management (document management/organizing knowledge for filing and retrieval) Knowledge: 1) Explicit - factual items, graphics; easily stored, and 2) Tacit - beliefs, opinions, abilities, experiences; difficult to format for storing. Encourages the sharing of know-how: workshops, networking, meetings provide a place for people to share.

Work Package

The lowest hierarchical level of the work breakdown structure. It represents deliverables on the project and should be small enough to estimate cost and duration. These are further decomposed into activities for further estimating and scheduling purposes.

Finish-to-Start

The most common logical relationship between nodes in a project network diagram. This relationship between two schedules activities (e.g. activities D and E) indicates that the successor activity (activity E) cannot be started until the preceding activity (activity D) has finished.

Key Tools for Develop Project Charter

The only key tools for this process (Integration) are common tools.

Project Integration Management

The only knowledge area that is involved in all five Process Groups. This knowledge area involves: - Maintaining the "big picture" of the project throughout the life of the project. - Coordinating every part of the project - Balancing project priorities - Starting, planning, executing, controlling, and closing the project. Philosophy: the Project Manager is the decision maker, keeping the project team focused on project execution. Project management is not a serial progression of processes; much happens in parallel and in an iterative fashion. It coordinates and orchestrates order to project management.

Functional Organization Type

The organization type in which project team members work for a functional department, i.e. the functional manager has the most power (The project manager, if the role exists, is typically only part-time and has little organizational authority).

Baseline

The original plan plus all approved changes. The current plan by which project performance is measured, in terms of scope, schedule, and cost.

To-complete performance index (TCPIc)

The performance the project would need to achieve to end on target. In this case, a lower index is good, since it means that you could underperform and still meet your target, while an index of greater than one is bad since you are essentially saying that you would need to overperform against the plan in order to meet your goals or targets.

To-Complete Performance Index (TCPIc)

The performance the project would need to achieve to end on target. In this case, a lower index is good, since it means that you could underperform and still meet your target, while an index of greater than one is bad since you are essentially saying that you would need to overperform against the plan in order to meet your goals or targets. It is the performance index which must be achieved to meet financial goals or targets. It is calculated as the remaining work divided by the remaining funds: (BAC - EV) / (BAC - AC) if goal is BAC (BAC - EV) / (EAC - AC) if goal is EAC

Sponsor

The person paying for the project. They may be internal or external to the company. In some organizations they are called the project champion. This person and the customer may be the same person, although the usual distinction is this person is internal to the performing organization and the customer is external.

Project Manager

The person ultimately responsible for the outcome of the project. They are: - Formally empowered to use organizational resources - in control of the project - authorized to spend the project's budget - authorized to make decisions for the project. Typically found in a matrix or projectized organization.

Project Life Cycle

The phases that a project typically goes through. The phases are general, but they show the expected flow of activities on a project (see page 26 of textbook).

Project Management Plan

The plan for how the project will be managed. It is a formal, approved document composed of the other planning documents. Once approved, it is placed under control. It is the primary project document, directing additional planning, execution, control, and closure. Input in all processes except Develop Project Charter and Develop Project Management Plan.

Budgeted At Completion (BAC)

The planned (budgeted) amount for the total project. This term represents what the project should cost at the point it is completed if everything proceeds according to plan. For example, if a project consisted of building a fence that is 8000 feet in total length, and the cost is estimated at $12 per foot, it would be 8000 feet of fence * $12 per foot = $96,000.

MPEIDDDD

The power word to remember common tools, which includes: 1) Meetings 2) PMIS 3) Expert Judgement 4) Interpersonal & Team Skills 5) Data Analysis 6) Data Gathering 7) Decision Making 8) Data Representation

POPE PAW

The power word to remember for the list of common inputs. It includes: 1) Project Management Plan (PM Plan) 2) Organizational Process Assets (OPAs) 3) Project Documents (Project Docs) 4) Enterprise Environmental Factors (EEFs) 5) Project Charter 6) Agreements 7) Work Performance Data (WPDs)

Cost aggregation

The practice of rolling activity cost estimates up to the work package level and the control account level (adding up WBS Control Accounts and Accounting Periods)

Funding Limit Reconciliation

The process of comparing the planned expenditure of project funds against any limits on the commitment of funds for the project to identify any variances between the funding limits and the planned expenditures (required project funds must not exceed the organization's ability to provide cash flow).

Tailored Approach

The risk approach chosen should be tailored to fit with the factors that influence your project: - Size of project - Project Complexity - Inherent project risk - Project methodology - Importance

System

The rules, processes, procedures, people, and other elements that support an outcome or process. Several are defined in project management, including the Project Management Information System, the Change Control System, and the Work Authorization System.

Net Present Value (NPV)

The same as present value but it also subtracts out the costs.

Cost of Quality (COQ)

The sum of all project costs expended associated with achieving quality. It includes a complete analysis that includes planning, execution, control, the costs of potential alternatives, and the costs of quality failure.

Project Management Information System

The system used to support management of the project. It serves as a repository for information and a tool to help with communication and tracking. It supports the project from beginning to end. In 12 processes: 4 planning, 4 executing, and 4 M&C,

Quality Metrics

The targeted measures that define when the specified quality is achieved. "Rapid response time" does not define a metric; it is not measurable. Metric: System response within 2 seconds, 99% of all requests of 1000 simultaneous users.

Resource leveling

The technique of making the resource requirements match up with the organizational realities. This technique effectively means adjusting the requirements to meet what the organization can supply, and negotiating with the organization to make sure it can supply the project's resource needs. All of this takes place within the cost and time constraints imposed upon the project. One application of this technique would be to try to ensure that all resources work a 40 hour week and that no overtime is incurred (Makes the required requirements "level" or equal to the resources available to the organization; may affect the critical path and project duration)

Precedence Diagramming Method

The technique that uses the analysis of logical relationships to create Activity on Node diagrams. See Activity on Node for more information.

Maslow's Hierarchy of Needs

The theory that someone cannot live or work at their full potential until the lower and more basic needs are met. From lower needs to higher: physiological, safety (security), love/belonging (acceptance), esteem, self-actualization. This theory is a perennial exam favorite.

Organization Types

The type of project delivery organization will have an impact on the way a project is managed and its success. There are 3 main types: 1) Functional 2) Matrix 3) Projectized

Project Expeditor

The weakest of the three project management roles, a staff assistant who has little or no formal authority. Primary responsibility lies in making sure things arrive on time/tasks are completed on time. Usually found in a functional organization.

How many unique PMI processes are there?

There are 49 unique PMI processes covered on the PMP exam.

How many PMI Process Groups are there?

There are a total of 5 Groups: 1) Initiating 2) Planning 3) Executing 4) Monitoring and Controlling 5) Closing

Key inputs for Define Activites

They key inputs to this planning process are: 1) Schedule Management Plan 2) Scope Baseline The scope baseline is brought into this process so that it can be decomposed further to create the activity list.

Key output for Plan Cost Management

They key output for this process is: 1) Cost Management Plan Defines how the remaining 3 processes in this knowledge area will be carried out.

Key tools for Estimate Costs

They key tools for this Cost planning process are: 1) Analogous Estimating 2) Parametric Estimating 3) Three-Point Estimating 4) Bottom-up Estimating

Key tools for Estimate Activity Durations

They key tools for this Schedule planning process are: 1) Analogous Estimating 2) Parametric Estimating 3) Three-Point Estimating 4) Bottom-up Estimating

Team Charter

This charter is created in the Plan Resource Management process and becomes an important input for the Manage Team process. It is a document that is developed in a group setting that clarifies team direction while establishing boundaries. It is developed early during the forming of the team. The charter should be developed in a group session to encourage understanding and buy-in. The team charter has two purposes. First, it serves as a source for the team members to illustrate the focus and direction of the team. Second, it educates others (for example the organizational leaders and other workgroups), illustrating the direction of the team.

Deming Cycle

This cycle is a continuous quality improvement model that consists of a logical sequence of four key stages: Plan, Do, Study, and Act. Shewhart introduced a model consisting of Plan, Do, See - which can be considered one of the most important early-stage process improvement perspectives. It includes: - Having a system in place for continuous quality improvement - Reducing defects through higher levels of quality uniformity - Understanding what quality should mean within context

Requirements Management Plan

This describes how requirements will be analyzed, documented and managed. Requirements are the foundations of project scope. Stakeholder requirements are gathered, evaluated and finalized and then these constitute the foundations of project scope. It also describes the requirements artifacts, requirement types (including attributes), the requirements management process, and the metrics and tools to be used for measuring, reporting, and controlling changes to the requirements.

Configuration Management Plan

This document is often part of the project quality management plan. This plan is an input to the control scope process. It defines how changes to the features and functions of the project deliverable, the product scope, may enter the project. It details how you will record, track, control, and audit configuration.

Control Limits

Variation limits for process e.g. +/- 3 sigma (std. dev.) from the mean.

Joint Application Development (JAD) Session

This is a process used to collect business requirements while developing new information systems for a company. This technique may also include approaches for enhancing user participation, expediting development, and improving the quality of specifications. The intention of this is to pool in subject matter expert's/Business analyst or IT specialist to bring out solutions. In other words, it enables customers and developers to quickly come to an agreement on the basic scope, objectives, and specifications of a project or in case, not come to an agreement which means the project needs to be re-evaluated. Simply put, this technique can: 1) Simplify − It consolidates months of meetings and phone calls into a structured workshop. 2) Identify − Issues and participants 3) Quantify − Information and processing needs 4) Clarify − Crystallize and clarify all requirements agreed upon in the session. 5) Unify − The output from one phase of development is input to the next. 6) Satisfy − The customers define the system; therefore, it is their system. Shared participation brings a share in the outcome; they become committed to the systems success.

Point of Total Assumption (PTA)

This is very important to the seller because it is the cost point beyond which the seller incurs all incremental costs, assuming 100% of the risk of cost increases. It is expressed as: Target Cost +(Ceiling Price - Target Price) / Buyer's share

Influence Diagram

This refers to a particular tool used by the project team that is comprised of a chart, diagram, or other exclusive graphical representation of a number of situations that depict and display all particular influences on the project and/or the particular project management activity. It is a graphical technique to convey how a set of factors (decisions, uncertainties, values, etc.) affect each other.

Malcolm Baldrige

This relates to a quality excellence award and also to a quality improvement model. A process improvement tool, this is the only formal recognition of the quality performance excellence of U.S. organizations given by the President of the United States.

Schedule Variance (SV)

This term is an indicator of whether a project schedule is ahead or behind and is typically used within Earned Value Management (EVM). It can be calculated by subtracting the Budgeted Cost of Work Scheduled (BCWS or PV) from the Budgeted Cost of Work Performed (BCWP or EV). It is expressed as: Earned Value - Planned Value. Zero (0) is good - on schedule Positive (+) is good - ahead of schedule Negative (-) is bad - behind schedule It is also important to convert from $ to time before reporting, which is expressed as: This term X (Total Schedule / BAC)

Project Office (Project Management Office, PMO)

This term refers to a department that can support project managers with methodologies, tools, training, etc., or even ultimately control all of the organization's projects. Usually serves in a supporting role, defining standards, providing best practices, and auditing projects for conformance.

Scope Creep

This term refers to changes, continuous or uncontrolled growth in a project's scope, at any point after the project begins. This can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered harmful.

Benchmarking Project Quality

To measure project quality standards according to those of other projects in order to compare and improve.

Secondary Risk

Uncertainty that is introduced into the situation by the strategy that is chosen. For example, outsourcing a portion of a project at a fixed price transfers the cost uncertainty to the service provider. However, a new (secondary) risk is introduced regarding if the provider can or will perform the agreed services.

Residual Risk

Uncertainty that remains after risk response planning has been performed. This is the portion of a risk that the chosen strategy does not cover. For example, in transferring a threat by purchasing insurance, the residual risk would be the deductible on a claim that is paid by the insured.

Interpersonal and Team Skills

Used to lead and interact with others. A common tool used mostly in Planning and Executing process groups, not used in Schedule, Cost, or Quality processes. A group of 17 different skills, the most common are: Facilitation and Conflict Management.

Probability and Impact Matrix (PIM)

Uses the combination of probability and impact scores of individual risks and ranks/ prioritizes them for easy handling of the risks. In other words, the probability and impact matrix helps to determine which risks need detailed risk response plans. Usually created in the Perform Qualitative Risk Analysis process. score each risk "PIM score" ----> overall priority -----> Update risk register.

Expert Judgement

Using knowledgeable groups or individuals to assist in project decisions. It is a highly favored technique within project management. Used as tool in all Integration, Cost, and Procurement processes, ALL Initiating, heavy in planning (22/24), some executing and M&C, and ALL closing.

Resource Optimization Techniques

Using optimization techniques such as resource leveling and resource smoothing to match the schedule for when a task needs to be completed to a resource's availability.

Parametric Estimating

Using organizational process assets such as historical data to formulate estimates based on past performance or results. This estimation technique is considered to work best on highly linear and scalable components with adequate historical information. The better the model and the information coming in, the more reliable the estimate will be. No. of units / Unit duration. For example: 1000 feet of pipe / 100 feet of pipe per day = 10 days duration.

Lessons Learned

What you would have done differently to avoid variances between what was planned to happen and what actually happened in a project or phase. An organizational process asset useful in planning current and future projects or phases.

Conflict Management

When conflicts arise, a barrier is created. Just like an old door that is stuck shut. How might you approach opening this door? 1) Throw a shoulder into it? Forcing 2) Go around it? Smoothing 3) Take it off the hinges? Compromise 4) Ignore it/Let somebody else do it? Withdrawal 5) Get someone to help you open it? Collaborating 6) Find out why it is stuck and fix it? Problem-solving

Difference between Direct and Manage Project Work and Perform Integrated Change Control

When planning the project, there will be a lot of changes involving the organizational policies, procedures, work guidelines, organization infrastructure and information system. This is the reason why direct project managers need to do direct and manage project work. This process involves leading and performing the specified tasks defined within the project management plan. It also involves the implementation of approved changes in order to achieve the objectives of the project. The benefit of the direct and manage project work is that it manages the overall project work. Performing integrated change control is a process that involves reviewing and approving change requests. It is also involved in managing the changes to the deliverables as well as the project documents, organizational process assets, program management plan, and communication. It is also responsible for modification of the project documents, baseline, deliverables, and it also approves or rejects the changes. The benefit of this particular project management process is that it allows the documented changes within the project to be considered in an integrated fashion thereby reducing the risk of the project.

Sources of Conflict

Where does conflict on projects come from? 1) Schedules 2) Priorities 3) Human Resources 50% of project conflict comes from these 3 sources. Most conflict occurs between project managers and functional managers.

Risk Management

Which knowledge area is this/what does it involve? - Understanding what uncertainties exist related to the project - Analyzing and determining which events must have a planned response - Planning which approach to apply to each event and defining what triggers a response - Monitoring the project for risk occurrence - Maintaining and implementing risk plans throughout the project.

Contract Types and Risk

Who bears the risk with these different contract types, buyer or seller? 1) Fixed Price: Seller 2) Time and Materials: Buyer 3) Cost Plus Fixed Fee: Buyer 4) Cost Plus Incentive Fee: Both

Schedule Compression

Work to reduce the overall calendar time for a project. Crashing and fast-tracking are examples of this technique.

Arbitration

a form of alternative dispute resolution (ADR), it is a way of resolving disputes outside the courts. The parties agree to have the disagreement decided by a neutral third party. More often this is a panel of three arbitrators. It is a process in which the parties to a dispute present arguments and evidence to a dispute resolution practitioner (the arbitrator) who makes a determination. The process is private and, subject to the parties' agreement, can be confidential.

Nominal Group Technique

a structured variation of a small-group discussion to reach consensus. This technique gathers information by asking individuals to respond to questions posed by a moderator, and then asking participants to prioritize the ideas or suggestions of all group members.

SIPOC Diagram

a tool that summarizes the inputs and outputs of one or more processes in table form. It is used to define a business process from beginning to end before work begins. The acronym SIPOC stands for suppliers, inputs, process, outputs, and customers which form the columns of the table.

Agile Release Planning

an approach to product management that takes into account the intangible and flexible nature of software development—as part of this approach, teams plan iterative sprints across incremental releases.

Salience Model

describes classes of stakeholders based on their power, urgency, and legitimacy (identifies the stakeholder's "salience"). Highest rank = 3, lowest is 0. The higher the rank, the more salient.