33400063-pmp

Project Fundamentals

Every facet of human life is a project. Every little step we take, from the moment we wake up up to the time we settle to sleep, is filled with mini projects. It's then not a stretch to assume that the way we handle actual projects (from work, school, etc.) is reflection of the way we handle the biggest project there is - our existence. That's why it's doubly important to come up with the perfect habit of proper planning and management of projects.

This page covers general information about the discipline of project management.

1. A project is a temporary endeavor. Projects are unique and non-repetitive. Building a road is an example of a project. The process of building a road takes a finite amount of time, and produces a unique product. Operations on the other hand are repetitive. Delivering mail every day is an example of operation.

2. The characteristics associated with a project are - unique purpose, temporary in nature, require resources (often from various domains), should have a primary sponsor and/or customer, and involves uncertainty.

3. Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements

4. A program consists of a related group of projects. Projects are finite where as programs are ongoing and continuous. Programs may be repetitive and cyclic. In some cases Project Management is a subset of Program Management. The project manager may report to the program manager in such cases. A project may or may not be a part of a program, but a program will always have projects.

A portfolio consists of multiple programs. As an example Building a house may be a project. Building a colony consisting of row of houses is a program. Building a set of colonies to develop a new city can be considered a portfolio.

5. A subproject is a subset of a project. Subprojects can be subcontracted. Technical or Functional Manager may be in charge of a subproject.

6. Type of organization - This is an important concept to understand for the PMP exam. The type of organizations in decreasing order of Project Manager's authority are -

o Projectized o Strong Matrix o Weak Matrix o Functional

Project Manager has maximum authority in a Projectized organization and least authority in a Functional organization. In Functional organizations staff is organized based upon their specialty, such as engineering or sales. In these organizations, functional managers are responsible for specialized departments like marketing. In Functional organization, the role of Project Manager is limited. In Projectized organization, PMs have more authority and independence. All the persons in the project team report to the Project Manager.

Real situations are a mixture of functional and projectized organizations. These mixed situations are called matrix organizations. Strong matrix organizations have characteristics of projectized organizations. Weak matrix organizations have characteristics of functional organizations.

7. Leadership style varies from autocratic to democratic. Shared leadership involves team members taking most of the decisions. It encourages team development.

8. Project Management consists of nine Knowledge Areas. These are o Project Integration Management o Project Scope Management o Project Cost Management o Project Time Management o Project Risk Management o Project Quality Management o Project HR Management o Project Communication Management o Project Procurement Management

Each Knowledge area has further Processes. There are a total of 42 processes. Each process has inputs, outputs and "tools and techniques" (ITTO). The PMBOK primarily covers each of the processes and it's ITTO in detail. You need to understand the concepts related to each of the input, output and "tools and techniques".

9. Further the discipline of Project Management has five process groups. These are - o Initiation o Planning o Execution o Control o Closure

Each process is part of one of these five project phases. It is important to know the process group for each of the 42 processes.

10. Project Sponsors are primarily involved in funding the project. Tasks performed by project sponsor include

o Provides financial support o Accepts the project during scope verification o May provide key milestone and deliverables due dates o Does not sign the Project Charter. This is done by Senior Management.

Tasks performed by the senior management include

o Issues the project charter o Helps organize the work into projects o Helps identify risks o Approves the final project plan

Stakeholders are all the individuals that are concerned with the project. Stakeholders have vested interest in the outcome of the project. They include project team members, customers, management, and other individuals who get impacted by the project. Stakeholders role includes -

o Distributed information during the project. o Notified of project plan changes o Are listed in the project team directory. o Become risk owners.

11. At the end of each project phase, reviews against a set of metrics are performed. If the project fails to meet these metrics, the project may not be allowed to continue. These phase end reviews are called Stage gates or Phase exits.

12. Project Life cycle: All projects have four parts in life cycle. These are - 1. Starting the project 2. Organizing and preparing 3. Carrying out the project work 4. Closing the project

At the beginning of the project there is less cost and less demand for resources. Also there is a higher risk of failure at the beginning of the project. The risk reduces over the life of the project. The stakeholder influence is maximum at the beginning of the project and reduces over the life of the project. Projects have multiple competing constraints. These are -

o Scope o Quality o Schedule o Budget o Resources o Risk

Different stakeholders may give different priority to these constraints. As an example budget may be the most important constraint for the project sponsor. Scope may be important for a customer support engineer, and quality may be important for the testing team. A project team has to balance the demand of these constraints.

Progressive Elaboration means adding more details in an iterative fashion. Project Management Plan is developed using progressive elaboration. Project Management Office (PMO) is a group in an organization providing centralized project management services. The exact role of PMO may vary across organizations. PMO may provide services related to project management or may be directly responsible for project management. Enterprise Environmental Factors refer to external factors in the company, that may influence the project. Enterprise Environmental Factors may include cultural factors, political

climate, infrastructure and other external factors within the organization that may impact the project. Enterprise Environmental Factors are input to many planning processes.

Project Integration Management

This chapter covers key concepts related to Project Integration Management.

1. The knowledge area of Project Integration Management consists of the following seven processes -

Project Integration Processes

Process Project Phase Key Deliverables

Develop Project Charter Initiating Project Charter

Develop Project Management Plan Planning Project Management Plan

Direct and Manage Project Execution

Execution Deliverables

Monitor and Control Project Work Monitoring and Control

Change Requests

Perform Integrated Change Control

Monitoring and Control

Change Requests status updates

Close Project or Phase Closure Final product

2. A project charter o Formally authorizes the project. o Gives the objectives and business case o Identifies the Project Manager. o Generic enough not to change often. o Written by a Manager higher in authority than Project Manager. o Includes name, description, deliverables o A project does not start unless it has a Project charter.

3. The Inputs, Tools and Techniques and Output of Develop Project Charter process are given below.

Develop Project Charter process

Inputs Tools & Techniques Outputs

Project Statement of work Expert judgment Project Charter

Business case

Contract

Enterprise environmental factors

Organizational process assets

4. During project execution the project team focuses on completing the tasks assigned. The Senior Management protects the project from changes and loss of resources. The Project Manager integrates all the pieces into the project as a whole.

5. The Inputs, Tools and Techniques, and Outputs of the Develop Project Management Plan process are given in the table below.

Develop Project Management Plan process


Project charter Expert judgment Project Management Plan

Outputs from planning processes



6. At the end of each phase of a project, a lessons learned document must be prepared. The lessons learned document defines what was done right, wrong etc. It is required to be completed in order for the project to be completed.

7. Project Management Information System (PMIS) is a system that keeps track of status of all the project tasks. It is used to track the status of the project. The exam does not focus on any specific system (for example Microsoft Project ).

8. Project Management Plan is developed by Project Manager with inputs from the team, stakeholders and management. Project Management Plan development is iterative. A Project Management Plan is bought into, approved, realistic and formal.

9. A Project Management Plan includes - o Project Charter o Budget o Schedule o Resources o Scope Statement o WBS o Responsibility charts/assignments o Management Plans

10. A Project Management Plan consolidates other management plans. These are: A. Scope management plan B. Requirement management plan C. Schedule management plan D. Cost management plan E. Quality management plan F. Process improvement plan G. Human resource plan H. Communication management plan I. Risk management plan J. Procurement management plan

The Project Management Plan also includes project baselines. These are:

K. Schedule baseline L. Cost performance baseline

and

M. Scope baseline Project baseline refers to the original version of the project management plan. Once the project management plan is baselined, it may only be changed by raising a change request. Progressive Elaboration involves the process of taking a project from concept to detailed design. Kick-off meeting happens after the planning phase and before the project execution. It is typically used to communicate responsibilities of key stakeholders. Direct and Manage Project Execution process includes performing the work defined in the PMP to achieve project goals. The Input, Tools and Techniques and Outputs of this process are given below.

Direct and Manage Project Execution process


Project management plan Expert judgment Deliverables

Approved change requests Project management information system

Work performance information

Enterprise Environmental factors

Change requests


Project management plan updates

Project document updates

Monitor and Control project work process includes tracking and reviewing the progress of the project. The Input, Tools and Techniques and Outputs of this process are given below.

Monitor and Control project work process

Inputs Tools &

Techniques Outputs

Project management plan Expert judgment Change requests

Performance reports





The change requests that get generated are evaluated as part of the Perform Integrated Change Control process. The change requests on the project deliverables and project artifacts are managed in this process. The Input, Tools and Techniques and Outputs of this process are given below.

Perform Integrated Change Control process


Project management plan Expert judgment Change request status updates

Work performance information Change control meetings


Change requests




Change Control Board is formed to review change requests. It is used to approve or reject change requests. After the project scope has been baselined, each requested change must go through a change control review process. Project Manager needs to be proactive in looking for deviations from project plan and then take timely corrective action. After that the Project Manager needs to evaluate the effectiveness of corrective action, and measure performance of corrective action, and then determine the need for further corrective action. When a change request is received, the following steps must be taken (in this order) -

0. Evaluate (assess) the impact of change to the project 1. Create alternatives including cutting other tasks, crashing, fast-tracking etc. 2. Meet with management, sponsors etc. 3. Meet with the customer if necessary

The Close Project or Phase is the process of formal completion of all project related activities. The Input, Tools and Techniques and Outputs of this process are given below.

Close Project or Phase

Inputs Tools &

Techniques Outputs

Project management plan Expert judgment Final product, service or result transition

Accepted deliverables

Organizational process assets updates


At the end of each phase of a project, a lessons learned document must be prepared. The lessons learned document defines what was done right, wrong etc. It is required to be completed in order for the project to be completed.

Project Scope Management

This chapter covers key concepts related to Project Scope Management.

1. The knowledge area of Project Scope Management consists of the following processes -

Scope Management Processes

Process Project Group Key Deliverables

Collect Requirements planning Requirements document

Define Scope planning project scope statement

Create WBS planning WBS, WBS dictionary

Verify Scope Monitoring and Controlling Acceptance deliverables

Control Scope Monitoring and Controlling Change Requests

2. The knowledge area of Scope Management includes the processes required to ensure that the project includes all the work, and only all the work required to complete the project successfully. It is primarily concerned with controlling what is and what is not in the scope.

3. Project Portfolio Management is the process of project selection. It involves making a decision about which project an organization should execute.

4. There are two types of project selection methods. These are o Benefits Measurement o Constrained Optimization

5. Benefits Measurement project selection methods involve comparing the values of one project against another. There are the following type of Benefit Measurement project selection techniques -

o Murder Boards - This involves a committee asking tough questions from each project

o Scoring Models - Different projects are given scores based on certain defined criteria. Project with higher score is selected.

o Benefits Cost Ratio - This technique involves computing benefits to cost ratio (BCR) for a project. Project with higher BCR is selected.

o Payback period - This technique involves considering how long it takes back to "pay back" the cost of the project. Inflation or interest earned in not considered in this technique. A project with lower pay back period is better.

o Discounted Cash Flow - This technique takes into account the interest earned on the money. The Future Value (FV) of projects is compared. FV=PV(1+i)n PV is the present value of the project. A project with higher present value is better.

o Internal Rate of Return (IRR) - A project that has higher IRR is better, as it is giving higher return on money.

6. Constrained Optimization Project selection methods are used for large projects. These are techniques based on mathematical models. The Constrained Optimization techniques are -

o Linear Programming o Non-Linear Programming o Integer Algorithm o Dynamic Programming o Multi-objective Programming

7. Expected monetary value of a project (or expected value) is equal to

probability*impact. So if probability of a project's success is 20% and revenue earned if successful is $100000, then the net value of the project will be $20,000. A project with higher net value should be selected when performing project selection.

8. Management by Objective (MBO) is a management philosophy with three objectives - o Establish unambiguous and realistic objectives o Periodically Evaluate if objectives are being met o Take corrective actions.

MBO works only if management supports it.

9. Collect Requirements process involves documenting stakeholders needs to meet project objectives. The Inputs, Tools and Techniques, and Outputs of Collect Requirements process are given below.

Collect Requirements Process


Project charter Interviews Requirements documentation

Stakeholder register

Focus groups Requirements management plan

Facilitated workshops

Requirements traceability matrix

Group creativity techniques

Questionaires and surveys

Observations

Prototypes

Group decision-making techniques

10. The Define Scope process involves defining detailed description of the project and major deliverables. The Input, Tools and Techniques and Output of the Define Scope process are:

Define Scope Process


Project charter Expert judgment Project scope statement

Requirements documentation Product analysis Project document updates

Organizational process assets Alternative identification

Facilitated workshops

11. Create WBS is the process of dividing the project deliverables into smaller components. The Inputs, Tools and Techniques and Outputs of Create WBS process are:

Create WBS Process


Project Scope Statement Decomposition WBS

Requirements documentation

WBS dictionary


Scope baseline


12. Work Breakdown Structure (WBS) is an important part of the exam. It is a graphical representation of the hierarchy of the project. The WBS template can be reused across projects. WBS forces the project team to think through all the levels of the project. If a task is not in the WBS, then it is not part of the project.

13. 8/80 rule for WBS - No task should be less than 8 hours or more than 80 hours. 14. WBS dictionary explains all the WBS components. Also WBS is input to most of the

planning processes. Specifically WBS is input to the following processes - o Cost Estimating o Cost Budgeting o Scope control o Activity Definition o Plan Purchases and Acquisitions

15. The Verify Scope is the process in which the project customer formally accepts the project deliverables. Scope Verification happens at the end of each phase. During the Verify Scope process customer gives feedback on work performed. While Verify Scope process focuses on customer acceptance, Perform Quality Control process focuses on correctness of work.

16. The table below gives inputs, Tools & Techniques, and Outputs of the Verify Scope process.

Verify Scope Process


Project management plan Inspection Accepted Deliverables


Change requests



Validated deliverables

17. Control Scope process involves monitoring the status of project and managing scope changes. The Inputs, Tools and Techniques and Outputs of Control Scope process are:

Control Scope Process

Inputs Tools &

Techniques Outputs

Project management plan Variance analysis Work performance measurements


Change requests







Project Time Management

This chapter covers key concepts related to Project Time Management.

1. The knowledge area of Project Time Management consists of the following processes -

Time Management Processes


Define Activities Planning Activity List, Milestone list

Sequence Activities Planning Project Schedule network diagrams

Estimate Activity Resources

Planning Activity resource requirements, Resource breakdown structure

Estimate Activity Durations

Planning Activity duration estimates

Develop Schedule Planning Project Schedule

Control Schedule Monitoring and Controlling

Work Performance measurements, Change Requests

2. class="basic" The Define Activities process has the following Inputs, Tools and Techniques and Outputs -

Define Activities Process

Inputs Tools and Techniques Outputs

Scope baseline Decomposition Activity list

Enterprise environmental factors Rolling wave planning Activity attributes

Organizational process assets Templates Milestone list

Expert judgment

3. The Sequence Activities process has the following Inputs, Tools and Techniques and Outputs –

Sequence Activities Process


Project scope statement Precedence diagram method (PDM) or AON

Project schedule network diagrams

Activity List Applying leads and lags Project document updates

Activity attributes Schedule Network Templates

Milestone list Dependency determination


4. The Estimate Activity Resources process has the following Inputs, Tools and Techniques and Outputs -

Estimate Activity Resources Process


Activity List Expert judgment Activity resource requirements

Activity attributes Alternative analysis Resource breakdown structure

Resource calendars Published estimating data Project document updates


Bottom-up estimating

Organizational process assets Project Management software

5. The Estimate Activity Durations process has the following Inputs, Tools and Techniques and Outputs -

Estimate Activity Durations Process


Activity list Expert judgment Activity duration estimates

Activity attributes Analogous estimating Project document updates

Activity resource requirements Parametric estimating

Resource calendars Three-point estimates

Project scope statement Reserve analysis



6. The Develop Schedule process has the following Inputs, Tools and Techniques, and Outputs-

Develop Schedule Process


Organizational process assets Schedule network analysis Project Schedule

Project scope statement Critical path method Schedule baseline

Activity List Schedule Compression Schedule data

Activity attributes What-if scenario analysis Project document updates

Project Schedule Network diagram Resource levelling

Activity Resource requirements Critical chain method

Resource Calendars Scheduling tool

Activity duration estimates Applying calendars

Project Management Plan - Risk Register

Adjusting Leads and Lags


7. The Control Schedule process has the following Inputs, Tools and Techniques and Outputs -

Control Schedule Process


Project management plan Performance reviews Work performance measurements

Project schedule Variance analysis Organizational process assets updates


Project management software

Change requests


Resource leveling Project management plan updates

What-if scenario analysis Project document updates

Adjusting leads and lags

Schedule compression

Scheduling tool

8. Bar charts (or Gantt charts) are used to display tasks and their dates in a graphical fashion. They are used to display information of the type task 1 is scheduled from date A to date B. Typically the date range is displayed in the X-axis and the tasks on the Y-axis.

Bar charts do not show task dependencies. They are generally used to track progress and show to the team.

9. Milestone charts are similar to bar charts but display only major events. They display major milestones (for example bridge design completed). They are used to report status to Management.

10. Network diagrams are used to display activities and their dependencies. Network diagrams can be used to perform critical path analysis. Network diagrams can also be used to perform crashing and fast tracking of the project. There are two type of network diagrams -

o Activities on Node (or Precedence) o Activities on Arrow (or AOA)

Precedence is most commonly used. AON and AOA cannot have loops or conditional relationships.

11. An activity in a network diagram is displayed as shown below.

Activity name

class="basic"Activity Number Estimate

12. As an example -

Documentation

2 5 days

13. In the above example Documentation is activity number 2 and is estimated to last 5 days. 14. Precedence (or Activity on Node) diagrams can be used to display four type of

relationship between activities. These are o Finish-To-Start o Start-To-Start o Start-To-Finish o Finish-To-Finish

Finish-to-start relationship means the dependent activity cannot start until the first activity is finished. This is the most common way to represent relationships between activities.

15. Activity on Array (AOA) network diagrams have the following characteristics. o AOA only uses Finish-To-Start relationship between tasks. o PERT and CPM can only be used with AOA. o Dummy events are shown with dotted lines. They do not take any time. They

show dependencies between tasks. 16. Longest path through the network diagram is called the critical path. The activities on the

critical paths are called critical activities.

17. Lags are inserted waiting times in between tasks. For example Task B cannot start until three days after task A completes.

18. Slack or Float is the amount of time a task can be delayed without delaying the project. Tasks on the critical path have zero float.

19. Critical Path Method (CPM) has the following characteristics. o It uses one time estimate per activity o It can be drawn only using AOA diagrams o It can have dummy events

20. Program Evaluation and Review Technique (PERT) has the following characteristics. o It uses three estimates per activity - optimistic, pessimistic and most likely o It can be drawn only using AOA diagrams o It can have dummy events

21. PERT utilizes more information than CPM as it considers the "Pessimistic" and "Optimistic" values in addition to the "Most Likely" value in its calculations. The following are formulae used by PERT - Mean = (P + 4M + O)/6

Standard Deviation = (P-O)/6

Variance = ((P-O)/6)2 Here P is the pessimistic estimate, O is the optimistic estimate and M is the most likely estimate.

22. GERT is another type of network diagram. It can support looping. 23. If a project has more than one critical paths then the risk to the project increases. 24. Resource levelling refers to keeping the resources same across the duration of the project.

Project Cost Management

This chapter covers key concepts related to Project Cost Management.

1. The knowledge area of Project Cost Management consists of the following processes -

Project Cost Processes


Estimate Costs Planning Activity Cost Estimates, Basis of estimates

Determine Budget

Planning Cost performance baseline

Control Costs Monitoring and Controlling

Work performance measurements

2. Alternative identification process identifies other solutions to an identified problem. 3. Value Analysis approach is used to find more affordable, less costly methods for

accomplishing the same task. 4. The Estimate Costs process takes the following inputs -

o Scope baseline

o Project schedule o Human resource plan o Risk register o Enterprise environmental factors o Organizational process assets

5. Depreciation is technique used to compute the estimated value of any object after few years. There are three type of depreciation techniques. These are

o Straight line depreciation The same amount is deprecated (reduced) from the cost each year.

o Double-declining balance - In the first year there is a higher deduction in the value - twice the amount of straight line. Each year after that the deduction is 40% less than the previous year.

o Sum of year depreciation - Lets say the life of an object is five years. The total of one to five is fifteen. In first year we deduce 5/15 from the cost, in second year we deduce 4/15, and so on.

6. Analogous Estimating is an estimating technique with the following characteristics - o Estimates are based on past projects (historical information) o It is less accurate when compared to bottom-up estimation o It is a top-down approach o It takes less time when compared to bottom-up estimation o It is a form of an expert judgment

7. In Parametric Modeling Estimation, you use a mathematical model to make an estimate. It is of two types.

o Regression Analysis

is a mathematical model based upon historical information.

o Learning Curve model is based upon the principal that the cost per unit decreases as more work gets completed.

8. Bottom up estimation is same as WBS estimation. It involves estimating each work item and adding the estimates to get the total project estimate.

9. You can expect five to ten questions related to Earned Value Management. These are generally pretty simple once you have good understanding of the concepts, and remember the formulae. These formulae are explained below.

10. Planned Value (PV) refers to what the project should be worth at this point in the schedule. It is also referred as BCWS (Budgeted Cost of Work Scheduled).

11. Earned Value (EV) is the physical work completed to date and the authorized budget for that. It is also referred as BCWP (Budgeted Cost of Work Performed).

12. Actual Cost (AC) is the actual amount of money spent so far. It is also referred as ACWP (Actual Cost of Work Performed).

13. Estimate At Completion (EAC) refers to the estimated total cost of the project at completion.

14. CPI refers to Cost Performance Index. It is defined as

CPI = EV/AC If CPI is less than 1, this means that the project is over budget.

15. BAC refers to Budget at Completion. It is related to EAC.

EAC = BAC/CPI 16. ETC refers to Estimate to Completion. It is defined as

ETC = EAC - AC 17. CV refers to Cost Variance. It is defined as

CV = EV - AC 18. SV refers to Schedule Variance. It is defined as

SV = EV - PV Negative cost or schedule variance means that project is behind in cost or schedule.

19. SPI refers to Schedule Performance Index. It is defined as

SPI = EV/PV 20. VAC refers to Variance At Completion. It is defined as

VAC = BAC - EAC 21. The process of Cost budgeting defines time phased cost estimates for the project. For

example, in the first month the project will require $10,000. Cost estimating involves defining cost estimates for tasks. Cost budgeting defines cost estimates across time.

22. The tools and techniques used for Estimate Costs are - o Expert judgment o Analogous estimating o Parametric estimating o Bottom-up estimating o Three-point estimates o Reserve analysis o Cost of quality o Project Management estimating software o Vendor bid analysis

23. Cost baseline refers to what is expected to be spent on the project. It is usually an S-curve. That is the expenditure is less in the beginning, and the end. The expenditure is maximum during the middle of the project.

24. The after project costs are called life cycle costs.

Project Quality Management

This chapter covers key concepts related to Project Quality Management.

1. The knowledge area of Project Quality Management consists of the following processes -

Quality Management Processes


Plan Quality Planning Quality Management Plan, Quality Metrics

Perform Quality Assurance Execution Change Requests

Perform Quality Control Monitoring and Controlling Quality control measurements

2. The process of Plan Quality includes defining quality requirements of the project and documenting how the project will ensure compliance. The ITTO of Plan Quality process are given below.

Plan Quality Process


Scope baseline Cost-benefit analysis Quality management plan

Stakeholder register Cost of quality Quality metrics

Cost performance baseline Control charts Quality checklists

Schedule baseline Benchmarking Process improvement plan

Risk register Design of experiments Project document updates


Stastical sampling


Flowcharting

Proprietary quality management methodology

Additional quality planning tools

3. Grade refers to category or rank given to entities having same functional use but different technical characteristics. As an example, for different grades of hotels, the customers expectations are different. Poor grade may be acceptable, but poor quality is not.

4. The aim of quality is to ensure "Conformance to requirements" and "fitness for use".

5. Quality Policy defines the company goals and how to adhere to them. This acts as an input to Quality Planning for a project. Quality Policy is part of Organizational Process assets.

6. Deming suggested a process of Plan-Do-Check-Act to improve quality. According to Deming, each process should go through these steps to improve the quality.

7. Kaizen Theory - Apply continuous small improvements to reduce costs and ensure consistency.

8. Marginal Analysis - You compare the cost of incremental improvements against the increase in revenue made from quality improvements. Optimal quality is reached when cost of improvements equals the costs to achieve quality.

9. The value of sigma of Normal Distribution are given below. These are important for the exam.

Normal Distribution Sigma values

Sigma Percentage covered

One sigma 68.26%

Two sigma 95.46%

Three sigma 99.73%

Six sigma 99.99%

10. Based on the above table, we can see that in six sigma one out of 10,000 items can have defects. In three sigma, twenty seven out of 10,000 items can have defects.

11. Giving extras i.e. doing more than the project scope is called gold-plating. PMI does not recommend gold-plating.

12. Quality must be planned in and not inspected in. Prevention is more important than inspection.

13. Quality Assurance is done during execution of the project. It includes - o Process of evaluating overall performance on a regular basis o Re-evaluating quality standards o Quality audits - structured review of quality activities that identify lessons

learned. These lessons learned are used for process improvement.

Perform Quality Assurance involves reviewing the quality requirements and auditing the results from quality control measurements. Perform Quality Assurance uses data created during Perform Quality Control.

ITTO of Perform Quality Assurance


Project management plan

Plan Quality and Perform Quality Control tools and techniques

Organizational process updates

Quality metrics Quality audits Change requests


Process analysis Project management plan updates

Quality control measurements


14. Perform Quality Control focuses on correctness of work. It includes inspections. The inputs, tools and techniques and outputs (ITTO) used for Perform Quality Control process are -

ITTO of Perform Quality Control


Project management plan Cause and effect diagram Quality control measurements

Quality metrics Control charts Validated changes

Quality checklists Flowcharting Validated deliverables


Histogram Organizational process assets updates

Approved change requests Pareto chart Change requests

Deliverables Run chart Project management plan updates


Scatter diagram Project document updates

Statistical Sampling

Inspection

Approved change requests review

15. In Just-In-Time (JIT) Quality, the amount of inventory is zero. The inputs are made available, just when they are required. This reduces the storage cost.

16. Rule of seven : In control charts, if there are seven points on one side of mean, then an assignable cause must be found.

17. The process of Analogous Estimation involves looking at the history of past projects, and use them to make estimates.

Project HR Management

This chapter covers key concepts related to Project HR Management.

1. The knowledge area of Project HR Management consists of the following processes -

HR Management Processes


Develop Human Resource Plan Planning Human Resource Plan

Acquire Project Team Execution Project Staff assignments

Develop Project Team Execution Team performance assessments

Manage Project Team Execution Change requests

2. Develop Human Resource Plan process involves identifying and documenting project roles and responsibilities. The table below gives the inputs, tools and techniques, and Outputs for the Develop Human Resource Plan process -

Develop Human Resource Plan Process


Enterprise environmental factors Organization charts and position descriptions

Human resource plan

Organizational process assets Organizational Theory

Activity resource requirements Networking

3. Acquire project team process involves identifying and obtaining the team necessary to execute the project. The table below gives the inputs, tools and techniques, and Outputs for the Acquire project team process -

Acquire project team process

Inputs Tools and

Techniques Outputs

Project management plan Pre-assignment Project staff assignments


Negotiation Resource calendars

Organizational process assets Acquisition Project management plan updates

Virtual teams

4. Develop project team process involves improving the competencies of the team members and improving teamwork between the team. The table below gives the inputs, tools and techniques, and Outputs for the Develop project team process -

Develop project team process


Project staff assignment Interpersonal skills Team performance assessments

Project management plan

Training Enterprise environmental factors updates

Resource calendars Team-building activities

Ground rules

Co-location

Recognition and rewards

5. Responsibility Assignment Matrix (RAM) defines who does what. The Staffing

Management Plan defines when will people get added and removed from the project. 6. A Project Manager may yield authority over the project team in one of the following

ways - o Referent - project team knows the PM o Formal Power - Power due to Project Managers position o Technical Power - Project Manager has strong technical skills in the projects

domain. o Coercive Power - The project team is afraid of the power the Project Manager

holds. 7. Conflicts in the team are caused due to the following reasons in decreasing order of

occurrences. o Schedules o Project Priorities o Resources o Technical Opinions

So the most common cause of conflicts in projects are issues related to schedules.

8. Conflicts are best resolved by those in the team. 9. There are standard conflict resolution techniques available to resolve conflicts. These are

(from best to worst) - o Problem Solving or Confrontation (look at the facts, analyze them and find a

solution). This is an example of win-win situation. o Compromising (Find the middle route). This is an example of loose-loose

situation. o Withdrawal or Avoidance

o Smoothing (Emphasize the agreements) o Forcing (Do it my way). This is an example of win-loose situation.

10. The process of problem solving has these steps - o Define the cause of the problem o Analyze the problem o Identify solution o Implement a decision o Review the decision, and confirm that the problem is solved.

11. Manage project team process is the process of tracking team member performance and managing issues within the team. The table below gives the inputs, tools and techniques, and Outputs for the Manage project team process -

Manage project team process


Project staff assignments Observation and conversation

Enterprise environmental factors updates

Project management plan Project performance appraisals


Team performance assets Conflict management Change requests

Performance reports Issue log Project management plan updates


Interpersonal skills

12. War room is a technique for team building. As part of this the project team meets in one room. It helps to create a project identity.

13. Halo Effect is the assumption that because the person is good at a technology, he will be good as a project manager.

14. There are many organizational theories. Some of the main ones are - Expectancy Theory, McGregory Theory, Herzberg Theory, Maslow's Hierarchy of needs.

15. Expectancy Theory - People accept to be rewarded for their efforts. This is a motivation factor. People put in more efforts because they accept to be rewarded for their efforts.

16. McGregory Theory of X and Y - There are two type of employees. Employees of type X need to be always watched. They cannot be trusted and need to be micro managed. Employees of type Y, on the other hand, are self-motivated. They can work independently.

17. Herzberg Theory - Hygiene factors (salary, cleanliness etc.) if not present can destroy motivation. However good hygiene alone does not improve motivation. What motivates people is the work itself. The motivation factors for employees include responsibility, self-actualization, growth, recognition etc.

18. Maslow's Hierarchy of needs - there are various levels of needs for an employee. When a lower level is met, employee attempts to reach the next higher level. The maximum satisfaction is achieved when the employee reaches the highest level of satisfaction - self-fulfillment. These level of needs from the highest to lowest are –

o Self-fulfillment o Esteem o Social o Safety o Physiology

Project Communication Management

This chapter covers key concepts related to Project Communication Management.

1. The knowledge area of Project Communication Management consists of the following processes -

class="basic"Communication Management Processes

Process Process Group Key Deliverables

Identify Stakeholders Initiating Stakeholders register

Plan Communications Planning Communication Management Plan

Distribute Information Executing Organization process assets updates

Manage Stakeholders Expectations

Executing Change requests

Report Performance Monitoring and Controlling

Performance Reports

2. Communication Management Plan defines how and when the various stakeholders receive information, and communicate with each other.

3. Memos, emails are examples of non-formal communication. 4. The total number of communication channels between n stakeholders is n(n-1)/2. So if

there are ten stakeholders in a project, there are 45 channels of communication. 5. The Identify Stakeholders process involves identifying all persons and organizations that

may impact the outcome of project. Project stakeholders may include customers, project team, project sponsor and other persons involved in the project. During stakeholder analysis the power and interest of the stakeholders is plotted with Interest on X-axis and Power on Y-axis. The Inputs, Tools and Techniques, and Output of Identify Stakeholders process is given below.

Identify Stakeholders

Inputs Tools &

Techniques Outputs

Project Charter Stakeholder analysis Stakeholder register

Procrement documents Expert judgment Stakeholder management strategy



6. Plan Communications process involves determining what kind of information should be shared with which project stakeholder. This is documented in the Communication management plan. Also documented is how and when the communication needs to be shared with stakeholders. The Inputs, Tools and Techniques, and Output of Plan Communications process is given below.

Plan Communications Process


Stakeholder register Communication requirements analysis

Communications management plan

Stakeholder management strategy

Communication technology Project document updates


Communication models


Communication methods

7. Throughout the project duration, information is shared with stakeholders as planned. This sharing of information is part of the Distribute Information process. The Inputs, Tools and Techniques, and Output of Distribute Information process is given below.

Distribute Information


Project management plan Communication methods Organizational process assets updates

Performance reports Information distribution tools


8. As part of the Manage Stakeholder Expectations process, the project manager works with the stakeholders, understands and addresses their needs and expectations. The Inputs, Tools and Techniques, and Output of Manage Stakeholder Expectations process is given below.

Manage Stakeholder Expectations Process


Stakeholder register Communication methods


Stakeholder management strategy

Interpersonal skills Change requests

Project management plan Management skills Project management plan updates

Issue log


Change log


9. The Report Performance process involves sharing the project status reports and measurements with appropriate stakeholders.

Report Performance Process


Project Management Plan Variance analysis Performance reports


Forecasting methods Organizational process assets updates


Communication methods

Change requests

Budget forecasts Reporting systems


Project Risk Management

This chapter covers key concepts related to Project Risk Management.

1. The knowledge area of Project Risk Management consists of the following processes -

Risk Management Processes


Plan Risk Management Planning Risk Management Plan

Identify Risks Planning Risk register

Perform Qualitative Risk Analysis

Planning Risk register updates

Perform Quantitative Risk Analysis

Planning Risk register updates

Plan Risk Responses Planning Risk related contract decisions

Monitor and Control Risks Monitoring and Controlling

Risk register updates

2. A project risk is a potential source of deviation from the project plan. Project risks can have a negative or positive impact on the project. Project risks that are negative are called threats. Project risks that are positive are called opportunities.

3. Responses to threat include -- o Reducing the probability of risk o Developing contingency plans o Passively accepting consequences. o Transferring risk

Insurance is an example of transferring risk.

4. Non-critical risks should be documented. They should be revisited and reviewed regularly.

5. Risks are identified in all phases. 6. Work-around refers to how to handle risks that have occurred but are not part of risk

response plan. This happens in risk monitoring and control phase. 7. Delphi technique is most commonly used to obtain expert opinions on technical issues. It

can be used to get inputs on Scope, Estimates or Risks. Some characteristics of the Delphi technique are -

o The experts identities are anonymous. They are not in the same room. o The PM tries to build a consensus among the experts.

Project Procurement Management

This chapter covers key concepts related to Project Procurement Management.

1. Procurement Management involves getting work done by people outside the project team. Project Procurement Management includes administering contracts and change control process to manage contracts or purchase orders. The knowledge area of Project Procurement Management consists of the following processes -

Procurement Management Processes


Plan Procurements Planning Procurement Management Plan

Conduct Procurements Execution Selected Sellers, Procurement contract award

Administer Procurements

Monitoring and Controlling

Change requests

Close Procurements Closure Closed procurements

2. The Plan Procurement process involves build versus buy decisions. The Inputs, Tools and Techniques, and Outputs of Plan Procurement process are listed in the table below.

Plan Procurement process

Inputs Tools and

Techniques Outputs

Scope baseline Make-or-buy analysis Procurement management plan

Requirements documentation Expert judgment Procurement statements of work

Teaming agreements Contract types Make-or-buy decisions

Risk register Procurement documents

Risk-related contract decisions Source selection criteria

Activity resource requirements Change requests

Project schedule

Activity cost estimates

Cost performance baseline



3. A contract is a formal agreement. It is a legal document biding to both seller and buyer. Changes to contract must be in writing and formally controlled. Most Governments back all contracts by providing a court system.

4. The process of Conduct Procurement involves receiving seller responses, selecting a seller, and awarding a contract. During this process bids or proposals from sellers are evaluated, and one or more seller is selected to execute the work.

Conduct Procurement process


Project Management Plan Bidder conferences Selected sellers

Procurement documents Proposal evaluation techniques

Procurement contract award

Source Selection criteria Independent estimates Resource calendars

Qualified seller list Expert judgment Change requests

Seller proposals Advertising Project management plan updates

Project documents Internet search Project document updates

Make-or-buy decisions Procurement negotiations

Teaming agreements


5. Sole Source refers to a market condition in which only one qualified seller exists in the market. Single Source refers to a market condition in which the company prefers to contract with only one seller. Oligopoly refers to a market condition where very few sellers exist, and the action of one seller will have impact on other seller prizes.

6. Bidder conferences are meetings between buyer and sellers before the bid is submitted. The conference is used by buyers to provide consistent information to all sellers.

7. The process of Administer Procurement involves managing procurement relationships and ensuring the seller performance meets the procurement requirements.

Administer Procurement process


Procurement documents Contract change control system

Procurement documentation

Project management plan Procurement performance reviews

Organizational assets updates

Contract Inspection and audits Change requests

Performance reports Performance reporting Project management plan updates

Approved change requests Payment systems


Claims administration

Records management system

8. Contract can be used as a risk management tool, as in transferring risk. 9. Centralized Contracting refers to a separate contracting office that handles contracts for

all projects. In De-centralized Contracting a contract administrator is assigned for each project.

10. Force majeure is a powerful and unexpected event, such as hurricane or other disaster. 11. Privity is contractual information between customer and vendor. 12. The process of Close Procurement involves completing each procurement. The process

involves verifying that all planned work as per the contract has been completed.

Close Procurement process


Project management plan Procurement audits Closed procurements

Procurement documentation

Negotiated settlements Organizational process updates

Records management system

Code of Professional Ethics

• Culture Shock refers to the initial disorientation that a person first experiences when visiting a country other than his own.

• Ethnocentrism is a typical belief that one's culture is superior to the foreigner's culture.

• PMP's Code of Professional Conduct is a document provided by PMI. It is a guide to Project Managers on how to conduct as a professional.

• PMP aspirants need to provide accurate and truthful information through out the application process. Any violations can lead to disciplinary action.

• If a project team member or the project manager has a conflict of interest, then it must be brought into notice of all the stake-holders, to prevent any appearance of impropriety. As an example of this consider a case where a Project Manager is evaluating some vendors. Lets assume the Project Manager has friendship with one of the vendors. In such a situation, the Project Manager should let all the stakeholders know, and offer herself to be excluded out of the evaluation process.

• The confidentiality of any intellectual property information that a PMP professional works with, must be maintained.

• Any information that a PMP provides to general public must be accurate and truthful.

• A PMP must not accept any form of inappropriate gifts. Similarly a PMP must not offer

inappropriate compensation for personal gains.

33400063-pmp

Documents

project activities

project fundamentals

biggest project

project requirements

role of project manager

cases project management

project team report

functional organizations