PMP Prep Itto

Project Management Institute (PMBOK 2004 3rd Edition) PMP Preparation Worksheet
Chapter 1 Introduction Key Points
Good practice does not mean that the knowledge described should always be applied uniformly on all projects; the project management team is responsible for
determining what is appropriate for any given project (PMI Bold)
A project is a temporary endeavor undertaken to create a unique product, service or result
Progressive elaboration is a characteristic of projects, meaning that it is developed in steps, and continues by increments. For example, items might be described in broad
terms at the start of the project but be defined in detailed terms by the conclusion of the project from the preliminary project scope statement to the verified project scope
statement supported by a detailed WBS
Projects are different than operations; projects are supposed to complete their objective and then cease to exist; operations continue indefinitely and sustain the business
Projects are often conducted to support the organizations strategic plan, and to support one or more strategic element:
o Market demand
o Organizational need
o A customer request
o A technological advance
o A legal requirement
Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements
Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring &
controlling, and closing
Managing a project includes 1) identifying requirements 2) establishing objectives 3) balancing scope, timing and cost 4) adapting the plan to different concerns of
stakeholders
The five areas of expertise in the project management team include
o The project management body of knowledge (PMBOK)
o Application area knowledge, standards and regulations
o Understanding the project environment
o General management knowledge and skills
o Interpersonal skills
Application area knowledge, standards and regulations are usually defined in terms of 1) functional departments (i.e. legal, marketing) 2) technical elements (i.e. software
development) 3) management specializations (i.e. government contracting) 4) industry groups (i.e. energy, financial services)
Standards are guidelines or a preferred approach (i.e. ISO) and regulations are government-imposed requirements such as laws (i.e. EPA, contract law)
The project environment includes cultural and social environment (people demographic, education, organizational accountability), the international and political
environment (time zones, different countries) and physical environment (is the team co-located?)
General Management Knowledge and Skills including planning, executing and controlling to support the company. Supporting areas include 1) accounting 2) purchasing
3) sales 4) contracting 5) manufacturing & distribution 6) planning 7) HR 8) health and safety 9) IT
The management of interpersonal relationships includes 1) communication 2) influence 3) leadership 4) motivation 5) negotiation 6) problem solving
Programs vs. Project management a program is a group of related projects that need to be managed in a coordinated fashion, such as the development of a new product
that contains multiple assemblies and includes related activities such as marketing plans
A portfolio is a group of projects or programs that are managed together to meet company objectives, such as those to support a line of business or internal process
improvement
Projects may be broken into subprojects, such as skilled labor (construction) on a larger project
1
A Project Management Office is an organization to manage and coordinate projects that are under its domain. A PMO can oversee programs or projects. PMOs are of
varying forms depending on the organization, where they can coordinate, manage or even execute projects
Key PMO features may include 1) coordination of resources 2) run PM Methodology 3) document repository 4) monitoring of project managers 5) coordination of overall
project standards
PMOs are different from project managers in that the project manager works on their specific project, while the PMO manages resources across multiple projects. The
project manager manages scope, schedule, cost and quality while the PMO manages overall risk, opportunity and interdependencies across projects. The project manager
reports on one project, while the PMO provides consolidated project reporting
Chapter 2 Project Life Cycle and Organization Key Points
The project life cycle includes the phases necessary to work a project from beginning to end. The transition from one phase to another is generally recognized by some
kind of a deliverable or handoff. These phases generally define 1) work to be done that phase 2) when deliverables are generated 3) resources used in each phase 4)
control of each phase
Costs generally are low at the start, are highest during middle phases, and drop off as the project is being completed
Uncertainty and risk is highest at the start of the project and likelihood of project completion increases as it moves toward the concluding phases
Stakeholders can more easily make changes at the start of the project early on; later the cost of changes grows very high as the project moves towards completion
The completion and approval of one or more deliverables characterizes a project phase. A deliverable is a work product that can be viewed and assessed
A project phase generally concludes with a review of the deliverable and to determine whether the deliverables are accepted or if more work needs to be done
After each phase is completed authorization is generally needed to begin the next phase of the project (i.e. kill point)
A typical project has the following phases:
o Initial inputs include 1) ideas 2) project management team; outputs include 1) charter 2) scope statement
o Intermediate outputs include 1) plan 2) baseline 3) progress 4) acceptance
o Final outputs include approval, handover and the ultimate project deliverable, the product
The reason that projects are initiated are to resolve business problems or to take advantage of opportunities
The PRODUCT life cycle is above the project life cycle it includes operations & development (which occur after the project has been completed) and include the
business plan, which starts before the project begins
Project stakeholders are people involved in the project or impacted by the project. Stakeholders can be defined widely (i.e. the community who is impacted by pollution
and congested after the project to build a plant is completed) or narrowly (those working on the project). Negative stakeholders dont want the project to be completed
(i.e. environmentalists). Positive stakeholders want the project to succeed
Every project includes the following stakeholders
o Project manager manages the project
o Customer / user the people who use the end product generated by the project
o Performing organization the company that the project team works for
o Project team members doing the work
o Project management team the managers running the project
o Sponsor the group that provides the money and authorizes the project
o Influencers not directly related to the project, but can impact the outcome
o Project Management Organization (PMO) 0 if it exists, may have some responsibility for completion
Note that stakeholders may have differing objectives finance may want it done for the lowest price, marketing may want the most features, IT may want the newest
technology, and environmentalists may want it to fail outright
2
There are 2 major types of project-based organizations

o Organizations that make money by completing projects for other companies, such as consultants, architects, companies that make products for the US Military,
etc
o Organizations that chose to adopt management by projects and have systems and processes in place to facilitate projects
Non project based organizations often lack tools and systems for project management, making a successful completion less likely
Organizational cultures impact projects entrepreneurial companies may accept high risk projects, and rigid hierarchy companies may challenge project managers who
seek authority
There are 3 major types of organizations 1) functional 2) matrix (with weak, balanced or strong types) and 3) projectized
Functional organizations are traditional organizations with work silos like HR, accounting, production, marketing, etc In these organizations the project manager has
little (formal) authority, finds it hard to obtain resources, reports to a functional manager, and is part time w/part time admin staff
The projectized organization has most employees engaged in project work, and project managers have high authority and visilibity
The matrix organization has elements of project and functional organization, where the project manager may report to 2 bosses (functional and project), and the weak
vs. strong shows the degree of autonomy and resources that the manager has available
A PMO can exist in any organization type. The role may vary from advisor to having project managers report to the PMO
The Project Management System consists of the tools, techniques, methodologies, resources, and procedures used to manage a project
Chapter 3 Project Management Processes for a Project Key Points
In order for a project to be successful, the team must

o Select correct processes
o Use a defined approach to meet requirements
o Comply with requirements to meet stakeholder needs
o Balance 1) scope 2) time 3) cost 4) quality 5) resources 6) risk to complete the project
The project manager is always responsible for determining what processes are appropriate for that project. This is known as tailoring the project
Project team processes generally fall into one of the following categories:
o Project processes generally initiate, plan, execute, monitor, control and close a project
o Product-oriented processes create the product and vary by area
The five process groups are 1) initiating 2) planning 3) executing 4) monitoring & controlling 5) closing
Plan Do Check Act is another way to accomplish this
The Process Groups are not Project Phases!
Initiating group for formal authorization of a project or a project phase. The basic scope, duration, deliverables and resources for the project are determined at this time.
The relationship of the project to the organizations strategic initiatives is also identified. The project manager is also assigned during this phase. The project charter is
written, and when the charter is approved, the project becomes officially authorized. It is critical to involve stakeholders during the initiation phase
The planning process group is used to plan and manage the project. These processes identify, define and mature the project scope, cost and schedule. Significant changes
during the life of the project will trigger the need to revisit planning process items. Key deliverables of the planning process include the project management plan, scope
planning, the WBS, activities, sequencing and scheduling, cost estimating & budgeting, and planning for risk, HR, communications and quality
The executing process group contains the steps necessary to perform the work laid out in the project plan to meet the projects objectives. The vast majority of the
projects budget will be spent in this phase
The monitoring and controlling process group contains steps and processes needed to watch project execution to identify potential problems and corrective action can be
taken to keep the project on track. This group also influences the factors that could thwart change control to ensure only approved changes get made (i.e. stop scope
creep)
The closing process group includes the processes needed to formally conclude the project and hand off the completed product to the end customer
All of the steps below (44) are mapped into the five groups listed above
Project Integration Management Processes & activities required to ensure that the various elements of the project are properly coordinated to meet stakeholder expectations.
Area Process
Inputs
Tools and Techniques
Outputs / Deliverables
Process
Other Notes
Group
4.1 Develop Project Charter
Initiating
Sponsor initiates the charter; charter
Contract
Project selection
Project Charter
which formally authorizes a
includes 1) requirements to satisfy needs
methods
SOW (includes business
project
(what) 2) business needs that the project
Project
mgmt
need, scope description,
addresses (why) 3) justification 4)
strategic plan)
methodology
named project manager 5) milestones 6)
EEF
PMIS
assumptions 7) constraints (fixed dates)
OPA (templates,
Expert judgment
8) business case 9) summary budget
procedures)
4.2 Develop Preliminary
Initiating
Scope includes 1) objectives 2) product
Project charter
Project mgmt
Preliminary project
Project Scope Statement
requirements 3) acceptance criteria 4)
methodology
scope statement
SOW
which provides a high level
project deliverables 5) constraints &
PMIS
EEF
scope description
assumptions 6) project organization 7)
Expert
judgment
OPA
initial risks 8) milestones 9) initial WBS
10) high level cost estimate 11) project
configuration mgmt requirements 12)
approval requirements
4.3 Develop Project
Planning
Plan includes 1) processes selected 2) level
Preliminary project
Project mgmt
Project management
Management Plan that
of implementation 3) tools to be used 4)
scope statement
methodology
plan
documents what is needed to Project management
interactions 5) how to execute work 6)
PMIS includes config
define, prepare, integrate &
how to control changes 7) how to do
processes
mgmt system to identify
coordinate all subsidiary
configuration mgmt 8) baselines use 9)
changes to product and
EEF
plans
communication needs 10) project phases
control changes
OPA
11) key mgmt issues
Expert judgment
Area Process
Inputs
Process
Other Notes
Group
4.4 Direct & Manage Project Project management
Executing Actions include 1) perform activities 2)
Project mgmt
Deliverables
Execution by executing the
spend money 3) train staff 4) manage
plan
methodology
Requested changes
work defined in the project
vendors 5) implement standards 6) create,
Approved corrective
PMIS
Implemented change
management plan to meet
control & validate deliverables 7) manage
actions
requests
requirements defined in the
risk & risk response activities 8) adapt
Approved preventive
Implemented
scope statement
scope changes as needed 9) manage
actions
corrective actions
communications 10) collect project data
Approved change
Implemented
including cost & milestones 11) collect &
requests
preventative actions
document lessons learned and process
Approved defect repair
Implemented defect
improvement actions
Validated defect report
repair
Administrative closure
Work performance
procedure
information (status,
budget, % complete)
4.5 Monitor & Control
Monitor & Actions include 1) compare actual vs. plan
Project management
Project mgmt
Recommended
Project Work through the
Control
2) determine corrective actions needed 3)
plan
methodology
corrective actions
processes required to initiate, Work performance
analyze risks & ensure corrective actions
PMIS
Recommended
plan, execute & close a
taken 4) maintain information base 5)
information
preventative
actions
Earned Value technique
project to meet performance
status reporting 6) forecasting
Rejected change
Forecasts
Expert judgment
objectives defined in the
requests
Recommended defect
project management plan
repair
Requested changes
4.6 Integrated Change
Monitor & Change control is needed because projects
Project management
Project mgmt
Approved change
Control by reviewing all
Control
seldom run according to plan. Changes
plan
methodology
requests
change requests, approving
must be managed; also includes
Requested changes
PMIS
Rejected change
changes & controlling
documenting changes and only releasing
requests
Work performance
Expert judgment
changes to the deliverables
approved changes. Defect repair must be
Project management
information
& organizational process
validated and quality controlled.
plan (updates)
Recommended
documents
Project scope
Configuration management also occurs
management (updates)
Recommended
identify changes, determine if changes
Approved corrective
corrective actions
have been implemented, and verify
actions
Recommended defect
changes after complete.
Approved preventative
repair
actions
Deliverables
Every documented change must either be
Approved defect repair
accepted or rejected by some authority.
Validated defect repair
Deliverables
5
Area Process
Inputs
Process
Other Notes
Group
4.7 Close Project by
Closing
Updates after project completion include
Project management
Project mgmt
Administrative closure
finalizing all activities across
1) formal acceptance documentation
plan
methodology
procedure
all of the project process
(written) 2) project files updated 3) project
Contract documentation PMIS
Contract closure
groups to formally close the
closure documents prepared (even for
procedure
EEF
Expert judgment
project
projects halted before completion) 4)
Final product, service
OPA
historical information is used to update the
or result
Work performance
lessons learned database
OPA (updates)
information
Deliverables
Project Scope Management Processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully; focus
on what is and what is not included in the project
Area Process
Inputs
Process
Other Notes
Group
5.1 Scope Planning by
Planning
Project scope management plan includes
EEF
Expert judgment
Project scope
creating a project scope
1) process to prepare detailed scope based
management plan
OPA
Templates, forms,
management plan which
on preliminary scope 2) process to create
standards
Project charter
includes how the WBS will
WBS from scope 3) process to specify
Preliminary project
be created & defined
verification of deliverables 4) process to
scope statement
control scope changes
Project management
plan
5.2 Scope Definition by
Preparation of a detailed scope statement is
OPA
Product analysis
Project scope statement Planning
developing a detailed
critical to the project success. Includes 1)
Project charter
Alternatives
Requested changes
project scope statement
objectives 2) scope description 3)
identification
Preliminary project
Project scope
requirements 4) boundaries (excluded
Expert
judgment
scope statement
management plan
items) 5) deliverables 6) acceptance
(updates)
Project scope
Stakeholder analysis
criteria 7) constraints 8) assumptions 9)
management plan
organization 10) risks 11) milestones 12)
Approved change
funding 13) cost estimate 14)
requests
configuration management requirements
15) project specifications 16) approval
requirements
5.3 Create Work Breakdown OPA
Decomposition divides work into smaller
WBS templates
Project scope statement Planning
Structure (WBS) by
elements by 1) identify deliverables 2)
(updates)
Project scope statement
Decomposition
subdividing the deliverables Project scope
structure and organize WBS 3)
WBS
& work into smaller, more
decomposing upper WBS into lower level
WBS dictionary
management plan
manageable components
detailed components 4) assign ID codes to
Approved change
Scope baseline
WBS components 5) verifying that degree
requests
Project scope
of decomposition is sufficient.
management plan
(updates)
Each component must be assigned, and
Requested changes
defined in terms of how the project will
actually be executed and controlled.
5.4 Scope Verification
Monitor & Scope verification is primarily concerned
Inspection
Accepted deliverables
through formal acceptance
Control
with acceptance of the scope by
WBS dictionary
Requested changes
of the completed project
stakeholders
Project scope
Recommended
deliverables
management plan
corrective actions
Deliverables
Project Scope Management Processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully; focus
on what is and what is not included in the project
5.5 Scope Control by
Change control system
Project scope statement Monitor & Uncontrolled changes called scope
controlling changes to the
Control
creep. Change is inevitable, thus this
(updates)
WBS
Variance analysis
project scope
process is needed
WBS
(updates)
WBS dictionary
Replanning
Project scope
management plan
Performance reports
Approved change
requests
Work performance
information
WBS dictionary
(updates)
Scope baseline
(updates)
Requested changes
Recommended
corrective action
OPA (updates)
Project Management
Plan (updates)
Configuration
management system
Project Time Management - Processes required to ensure timely completion of the project
Area Process
Inputs
6.1 Activity Definition by
identifying the specific
activities that must be
performed to produce the
various project deliverables
6.2 Activity Sequencing by

identifying and documenting
dependencies among
schedule activities
EEF
OPA
WBS
WBS dictionary
Project management
plan
Activity list
Activity attributes
Milestone list
Approved change
requests
6.3 Activity Resource

Estimating through
estimating the type &
quantity of resources needed
to complete each activity
EEF
OPA
Activity list
Activity attributes
Resource availability
Project management
plan
Decomposition
Templates
Rolling Wave planning
Expert judgment
Planning component
(control account,
planning package)
Precedence
diagramming method
(PDM)
Arrow diagramming
method (ADM)
Schedule network
templates
Dependency
determination
Applying leads and lags
Expert judgment
Alternatives analysis
Published estimating
data
Project management
software
Bottom-up estimating
Activity list
Activity attributes
Milestone list
Requested changes
Project schedule
network diagrams
Activity list (updates)
Activity attributes
(updates)
Requested changes
Process
Group
Planning
Planning
Other Notes
The activity list does not include any
schedule activities that are not required as
part of the project scope.
PDM (a.k.a Activity on Node) uses 4

types of dependencies (F-S, F-F, S-S, S-F).
ADM (a.k.a. Activity on Arrow) uses only
F-S dependencies. Allows dummy
activities to show logical relationships.
(Usually shown as a dashed line.)
3 types of dependencies - mandatory,
discretionary (best practices) and external.
Activity resource
requirements
Activity attributes
(updates)
Resource breakdown
structure
Resource calendars
(updates)
Requested changes
Planning
Area Process
Inputs
6.4 Activity Duration
Estimating by estimating the
number of work periods
which will be needed to
complete individual
activities
6.5 Schedule Development

by analyzing activity
sequences, activity
durations, and resource
requirements to create the
project schedule
EEF
OPA
Activity list
Activity attributes
Activity resource
requirements
Resource calendars
Project management
plan (risk register,
activity cost estimates)
OPA
Activity list
Activity attributes
Project schedule
network diagrams
Activity resource
requirements
Resource calendars
Activity duration
estimates
Project management
plan (risk register)
Expert judgment
Analogous estimating
(use actual duration of
similar activity from
past)
Parametric estimating
(hours per meter)
Three-point estimates
(average of most likely,
optimistic &
pessimistic)
Reserve analysis
Schedule network
analysis
Critical path method
Schedule compression
What-if scenario
analysis
Resource leveling
Critical chain method
Project management
software
Applying calendars
Adjusting leads and lags
Schedule model
10
Activity duration
estimates
Activity attributes
(updates)
Project schedule
Schedule model data
Schedule baseline
Resource requirements
(updates)
Activity attributes
(updates)
Project calendar
(updates)
Requested changes
Project management
plan (updates,
including schedule
management plan)
Process
Group
Planning
Planning
Other Notes
Critical Path is the longest path through a

network diagram and shows earliest
completion of a project.
CPM uses the most likely estimate to
calculate the float to determine project
duration and scheduling flexibility.
Critical chain modifies schedule to account
for limited resources. Define critical path,
then apply resources often path changes.
Schedule can be showed as a network
diagram, bar chart (gantt), or milestone
chart.
Area Process
Inputs
6.6 Schedule Control
project schedule including
1) determining current status
of project schedule 2)
influencing factors that
cause changes 3)
determining that the
schedule has changed 4)
managing changes as they
occur
Schedule management
plan
Schedule baseline
Performance reports
Approved change
requests
Progress reporting
Schedule change control
system
Performance
measurement
Project management
software
Variance analysis
Schedule comparison
bar charts
11
Schedule model data
(updates)
Schedule baseline
(updates)
Performance
measurements
Requested changes
Recommended
corrective actions
OPA
Activity list (updates)
Activity attributes
(updates)
Project management
plan (updates)
Process
Group
Monitor &
Control
Other Notes
Key measures include Schedule Variance
(SV) and Schedule Performance Index
(SPI).
Progress reporting includes actual start and
finished dates, and remaining durations for
unfinished activities..
Schedule revisions are a special category
of schedule updates generally
incorporated in response to approved
change requests. The original schedule
baseline and model are saved to prevent
loss of data.
Project Cost Management processes in planning and controlling costs so that the project can be completed within budget
Area Process
Inputs
Process
Group
7.1 Cost Estimating through EEF
Planning
Analogous estimating
Activity cost estimates
approximating the costs of
OPA
Determine resource cost Activity cost estimate
the resources needed to
rates
supporting detail
complete project activities
(description, basis of
Bottom-up
estimating
WBS
estimate, assumptions,
WBS dictionary
constraints, ROM)
Project management
Project management
Requested changes
software
plan (schedule &
Cost management plan

Vendor bid analysis
staffing mgmt plan, risk
(updates)
register)
Reserve analysis
Cost of quality
7.2 Cost Budgeting by
Planning
Cost aggregation
Cost baseline
aggregating estimated costs
WBS
Reserve analysis
Project funding
of individual activities or
requirements
WBS dictionary
work packages to establish a

Activity cost estimates
Funding limit
cost baseline
(updates)
reconciliation
Activity cost estimate
Requested changes
supporting detail
Project schedule
Resource calendars
Contract
12
Other Notes
Top down / analogous estimating is
generally less costly and less accurate than
other techniques.
Bottom-up estimating accuracy is driven
by size of work items being estimated.
Reserve analysis includes known
unknowns.
Project in initiation phase as rough order
of Magnitude (ROM) of 50/+100%, later
could go to 10%/+15%
Cost baseline is a time-phased budget to
measure and monitor cost performance.
Reserve are budgeted for unplanned, but
potentially required, changes to project
scope and cost not part of the project
cost baseline or earned value.
Project funding requirements are derived
from the cost baseline.
Project Cost Management processes in planning and controlling costs so that the project can be completed within budget
Area Process
Inputs
Process
Group
7.3 Cost Control by
Cost baseline
Cost change control
Cost estimate (updates) Monitor &
influencing factors that
Control
system
Project funding
Cost baseline (updates)
create cost variances &
Performance
requirements
Performance
measurement analysis
Performance reports
measurements
project budget
Forecasting
Approved change
Forecasted completion
Project management
requests
Requested changes
reviews
Project management
Recommended
Project management
plan
corrective actions
software
Organizational process
Variance management
assets (updates)
Project management
plan (updates)
13
Other Notes
PV - Planned Value (also Budget at
Completion BAC)
EV - Earned Value
AC - Actual Cost
ETC Estimate to Complete
EAC Estimate at Completion
Formulas to remember:
Schedule Variance = EV-PV
Cost Variance = EV-AC
Schedule Performance Index = EV/PV
Cost Performance Index = EV/AC
(<1.0 overrun, 1.0 on budget, > 1.0
underrun)
SPI, CPI used to forecast completion
date and project cost projection
Project Quality Management processes to ensure that the project will satisfy the needs for which it was undertaken & implements the quality management system
Area Process
Inputs
Process
Other Notes
Group
8.1 Quality Planning by
Planning Quality is the degree to which a set of
EEF
Cost-benefit analysis
Quality management
identifying which quality
inherent characteristics fulfill
plan
OPA
Benchmarking
standards are relevant to the
requirements
Quality metrics
Design of experiments
project and determining how
Quality checklists
Project management
Cost of quality (COQ)
Customer Satisfaction: Conformance to
to satisfy them
Process improvement
requirements, specifications, and fitness
plan
Additional quality
for use.
plan (steps to analyze
planning tools
processes to identify
Quality is planned in, not inspected in.
waste & non-value
added items
Cost of quality is total cost of all efforts
related to quality. Project may not reap
Quality baseline
benefits since they are later in product
Project management
lifecycle (i.e. lower returns)
plan (updates)
8.2 Perform Quality
Executing Deming: Plan, Do, Check, Act
Quality management
Quality planning tools
Requested changes
Assurance by employing
plan
and techniques
Recommended
Kaizen (Continuous Improvement): Small
activities to ensure the
Quality metrics
Quality audits
corrective actions
improvements in products or processes to
project employs all
Process improvement
Process analysis
Process analysis
reduce costs and ensure consistency of
processes needed to meet
plan
Quality control tools
Quality control tools
products or services.
requirements
Work performance
and techniques
and techniques
ISO 9000: An international standard that
information
describes a recommended quality system.
Approved change
Does not include quality procedures or
requests
forms.
Quality control
Heuristic is a rule of thumb (e.g. Rule of
measurements
Seven)
Implemented change
requests
Implemented corrective
actions
Implemented defect
repair
Implemented
14
Project Quality Management processes to ensure that the project will satisfy the needs for which it was undertaken & implements the quality management system
Area Process
Inputs
Process
Other Notes
Group
8.3 Perform Quality Control Quality management
Monitor & +/- 1 sigma = 68.26%
Cause and effect
Quality control
by monitoring specific
Control
plan
diagram
measurements
+/- 2 sigma = 95.46%
project results to determine
Quality metrics
Control charts
Validated defect repair
+/- 3 sigma = 99.73%
if they comply with relevant Quality checklists
Flowcharting
Quality baseline
+/- 6 sigma = 99.99 %
quality standards and
(updates)
OPA
Histogram
identifying ways to
Variable: Characteristic to be measured
Recommended
Work performance
Pareto chart
eliminate causes of
(e.g. size, shape)
corrective actions
information
Run chart
unsatisfactory performance
Attribute: The measurement (e.g. inches,
Recommended
Approved change
Scatter diagram
pounds)
requests
Statistical sampling
Statistical Independence: The probability
Requested changes
Deliverables
of 1 event occurring does not affect the
Inspection
Recommended defect
probability of another event occurring.
Defect repair review
repair
OPA
Validated deliverables
Project management
plan (updates)
15
Project Human Resource Management process the organize & manage the project team
Area Process
Inputs
9.1 Human Resources
Planning by identifying,
documenting project roles,
responsibilities & reporting
relationships as well as
creating the staffing
management plan
EEF (organizational,
technical, interpersonal,
logistical & political)
OPA (templates,
checklists)
Project management
plan (activity resource
requirements)
9.2 Acquire Project Team by

getting the human resources
needed to complete the
project
EEF
OPA
Roles and
responsibilities
Project organization
charts
Staffing management
plan
9.3 Develop Project Team

by improving competencies
& interactions to enhance
project performance
Project staff
assignments
Staffing management
plan
Organization charts and

position descriptions
(hierarchical charts,
matrix charts, text
formats) responsibility
assignment matrix
(RAM)
Networking
Organizational theory
Pre-assignment
Negotiation
Acquisition
Virtual teams
General management
skills
Training
Team-building activities
Ground rules
Co-location
Recognition and
rewards
16
Roles and
responsibilities (role,
authority,
responsibility,
competencies required)
Project organization
charts
Staffing management
plan
Project staff
assignments
Staffing management
plan (updates)
Team performance
assessment includes 1)
improvements in skills
for individuals 2)
improvements in
competencies for the
group as a whole 3)
reduce staff turnover
rate
Process
Group
Planning
Executing
Executing
Other Notes
Staff management plan includes 1) staff
acquisition 2) timetable 3) release criteria
4) training needs 5) recognition & rewards
6) compliance 7) safety
Conflict Resolution Techniques:

Problem Solving (Address interests)
Compromising (Middle ground)
Forcing (Impose judgement)
Withdrawal (Avoidance)
Smoothing (Peace keeping)
PMI recommends Problem Solving as best
choice followed by compromising.
Forcing is last.
Maslows Hierarchy of Needs (in order):
Physiological (Lowest)
Safety
Social
Esteem
Self-Actualization (Highest)
MacGregors Theory X People must be
constantly watched. They are incapable,
avoid responsibility, and avoid work.
MacGregors Theory Y People are
willing to work without supervision and
want to achieve.
Ouchi's Theory Z - People work
effectively when secure, consulted and
held collectively responsible.
Project Human Resource Management process the organize & manage the project team
Area Process
Inputs
9.4 Manage Project Team by
tracking member
performance, providing
feedback, resolving issues
and coordinating changes to
enhance project
performance
OPA
Project staff
assignments
Roles and
responsibilities
Project organizational
charts
Staffing management
plan
Team performance
assessment
Work performance
information
Performance reports
Observation and
conversation
Project performance
appraisals
Conflict management
Issue log
Requested changes
Recommended
corrective actions
Recommended
OPA (updates)
Project management
plan (updates)
17
Process
Group
Monitor &
Control
Other Notes
Lessons learned documentation can
include 1) org charts as templates 2) rules
or techniques that were particularly
successful 3) virtual teams, location items
that were successful 4) special skills
discovered during the project
Project Communications Management Processes required to ensure timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project
information; provide the critical links among people & information that are needed for successful communications
Area Process
Inputs
Process
Other Notes
Group
10.1 Communication
Planning Communication Methods:
EEF
Communications
Communications
Planning by determining the OPA
Formal Written Project Plans/Charters
requirements analysis
management plan
information and
(provides 1)
Communications
Formal Verbal Presentations, Speeches
communications needs of
stakeholder
technology
Informal Written Memos, e-mail
Project management
the stakeholders
requirements
2)
info
to
Informal Verbal Meetings,
plan (constraints,
be
communicated
3)
assumptions)
Conversations
responsibility 4)
Comm. Channels: N(N-1)/2 where N is
methods & frequency
equal to the number of people.
5) escalation 6)
updating )
10.2 Information
Executing
Communications
Communications skills
OPA
PM should spend 70 - 90% of their time
Distribution through making
management plan
Information gathering
Requested changes
communicating.
needed information
and retrieval systems
available to project
Basic elements of communication:
Information distribution
stakeholders in a timely
Sender (or encoder)
methods
manner
Message.
Lessons learned process
Receiver (or decoder)
10.3 Performance Reporting Work performance
Monitor & Performance Reporting Tools:
Information presentation Performance reports
by collecting and
Control
Status Report
information
tools
Forecasts
disseminating performance
Performance
Performance
Progress Report
Requested changes
information including status
measurements
information gathering
Trend Report
Recommended
reporting, progress
and compilation
Forecasted completion
Forecasting Report
corrective actions
measurement & forecasting
Status review meetings
Quality control
OPA
Variance Report
Time reporting systems
measurements
Earned Value**
Project management
Cost reporting systems
plan (performance
measurement baseline)
Approved change
requests
Deliverables
18
Project Communications Management Processes required to ensure timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project
information; provide the critical links among people & information that are needed for successful communications
Area Process
Inputs
Process
Other Notes
Group
10.4 Manage Stakeholders
Monitor &
Communications
Communications
Resolved issues
by managing
Control
management plan
methods
Approved change
communications to satisfy
OPA
Issue logs
requests
he requirements of, and
Approved corrective
resolve issues with, project
actions
stakeholders
OPA
Project management
plans (updates)
19
Project Risk Management processes concerned with planning, identifying, analyzing and responding to project risk; objective is to increase the probability & impact of
positive events and to decrease the probability and impact of adverse events
Area Process
Inputs
Process
Other Notes
Group
11.1 Risk Management
Planning Risk management plan includes
EEF
Planning Meetings and
Risk Management Plan
Planning by deciding how to OPA
methodology, roles, responsibilities,
analysis
approach, plan & execute
budget, timing, scoring / interpretation,
the risk management
thresholds, reporting, tracking, etc.
Project management
activities for a project
Risk Categories:
plan
Technical
Project management
Organizational
External
11.2 Risk Identification by
Planning Risk Components:
EEF
Documentation reviews
Risk register (includes
determining which risks
Risk event
list of risks, potential
OPA
Information gathering
might affect the project and
responses, root causes,
Risk event probability
techniques
documenting their
and
updated
risk
Checklist
analysis
Risk event consequence
Risk management plan
characteristics
categories)
Assumptions analysis
Risk event status
Project management
Diagramming
plan
techniques
11.3 Qualitative Risk
Planning Use of low precision data may lead to
OPA
Risk probability and
Risk register (updates)
Analysis by prioritizing
faulty analysis.
impact assessment
risks for further analysis or
Probability
and
impact
Risks calculated as high or moderate
action by assessing &
matrix
Risk register
would be prime candidates for further
combining their probability
Risk data quality
analysis.
of occurrence & impact
assessment
Risk categorization
Risk urgency
assessment
20
Project Risk Management processes concerned with planning, identifying, analyzing and responding to project risk; objective is to increase the probability & impact of
positive events and to decrease the probability and impact of adverse events
Area Process
Inputs
Process
Other Notes
Group
11.4 Quantitative Risk
Planning Quantitative analysis follows qualitative
OPA
Data gathering and
Analysis through
analysis.
representation
including 1)
numerically analyzing the
techniques
probabilistic analysis
Objectives include:
effect on overall project
of the project for
Quantitative risk
Risk register
Determine probability of reaching
objectives of identified risks
schedule & cost
analysis and modeling
Project management
project objectives
outcomes 2) prioritized
techniques (sensitivity
plan (schedule
Determine size of contingency needed

list of quantified risks
analysis, expected
management plan, cost
Identify risks requiring most attention

3) trends in
monetary value analysis,
management plan)
based on their priority
quantitative risk
and decision tree
Identify realistic cost and scope targets
results)
analysis, modeling &
simulation)
11.5 Risk Response
Planning Contingency Plan is a management plan
Strategies for negative
Planning by developing
that identifies alternative strategies to be
risk or threats (avoid,
Risk register
Project management
options & actions to
used to ensure project success if specified
transfer or mitigate)
plan (updates)
enhance opportunities &
risk events occur.
Strategies for positive
Risk-related
reduce threats to project
risks or opportunities
contractual agreements
Fallback plan is a management plan that
objectives
(exploit, share or
identifies alternative project approaches if
enhance)
the risk has high impact, or if the strategy
Strategy for both risks
might not be fully effective.
and opportunities
Contingency Reserve accounts for known
(acceptance)
risks that have been accepted.
Contingency response
strategy
Secondary risks arise from implementing
the contingency plan.
11.6 Risk Monitoring and
Monitor
&
Purpose of Risk Monitoring is to
Risk reassessment
Control by keeping track of
Control
determine if:
Risk register
Risk audits
Requested changes
identified risks, monitoring
Risk responses implemented as planned
Approved change
Variance and trend
Recommended
residual risks and
Risk response actions were as effective
requests
analysis
corrective actions
identifying new risks,
as planned
Work performance
Technical performance
Recommended
executing risk response
Project assumptions are still valid
information
measurement
plans and evaluating their
Risk trigger has occurred
Reserve analysis
OPA
effectiveness throughout the Performance reports
Risk exposure has changed
Status meetings
Project management
project life cycle
plan (updates)
21
Project Procurement Management processes required to acquire goods and services from outside the performing team; administering contractual obligations placed on the
project team by the contract
Area Process
Inputs
Process
Other Notes
Group
12.1 Plan Purchases and
Planning Contract Type:
EEF
Make or buy analysis
Procurement
Acquisitions by determining OPA
FP Fixed Price or Lump sum.
management plan
Expert judgment
what to purchase or acquire
(Simplest form is PO) risk on seller
Contract statement of
Contract types
and when to do it
CR Cost Reimbursable (cost plus fee,

work
needs
to
be
WBS
clear,
complete
and
cost plus fixed fee or cost plus incentive
WBS dictionary
concise
fee) place risk on buyer
Project management
Make or buy decisions
T&M Time and Materials (aspects of
plan (risk register, riskFP and CR contracts) - Moderate cost
Requested changes
related contractual
risk to buyer.)
agreements, resource
12.2 Plan Contracting by

documenting products,
services & results
requirements and identifying
potential sellers
12.3 Request Seller

Responses by obtaining
information, quotations, bids
offers or proposals
requirements, project
schedule, activity cost
estimates, cost baseline)
Procurement
management plan
work
Make or buy decisions
Project management
plan (risk register, riskrelated contractual
OPA
Procurement
management plan
Procurement documents
Standard forms
Expert judgment
Procurement
documents
Evaluation criteria (can
include cost, technical
capability, financial
capacity, business type,
references, etc)
work (updates)
Planning
Bidder conferences
Advertising
Develop qualified
sellers list
Qualified sellers list

Procurement document
package
Proposals
Executing
22
Procurement management plan can include

1) type of contract 2) independent
estimates 3) standardized procurement
documents 4) constraints & assumptions 5)
lead times for contracting coordination 6)
make-or-buy documentation 7) scheduled
dates in contracts 8) performance metrics
for managing contracts
All bidders conference Q&A should be put

in writing and issued to all potential sellers
as an addendum to the procurement docs.
Project Procurement Management processes required to acquire goods and services from outside the performing team; administering contractual obligations placed on the
project team by the contract
Area Process
Inputs
Process
Other Notes
Group
12.4 Select Sellers by
Executing Objectives of Negotiation:
OPA
Weighting system
Selected sellers
reviewing offers, choosing
Obtain a fair and reasonable price
Procurement
Independent estimates
Contract
among potential sellers, and
Develop a good relationship with the
management plan
Screening system
Contract management
negotiating a written
seller (should be a win-win situation)
Evaluation criteria
plan
Contract negotiation
contract
Procurement document
Seller rating systems
Items to negotiate include:
package
Procurement
Expert judgment
Responsibilities, authority, applicable law,
Proposals
management plan
technical and business mgmt approaches,
Proposal evaluation
(updates)
Qualified sellers list
contract financing, and price.
techniques
Requested changes
Project management
plan (risk register, riskrelated contractual
12.5 Contract
Monitor & Contracts are often managed by a contract
Contract
Contract change control Contract
Administration by managing Contract management
Control
department who have authority and
system
documentation
contract & relationship
responsibility for contracts. The PM must
Buyer-conducted
Requested changes
plan
between the buyer & seller;
work closely with this group to ensure that
performance review
Selected sellers
Recommended
documenting performance to
project objectives are met.
Inspections and audits
corrective actions
Performance reports
establish corrective actions,
Performance reporting
OPA
and manage contract change Approved change
Payment system
Project management
requests
plan (updates)
Work performance
Claims administration
information
Records management
system
Information technology
12.6 Contract Closure
Closing
Centralized Contracting A separate
Procurement
Procurement audits
Closed contracts
through completing and
contracting office handles contracts for all
management plan
Records management
OPA (update contract
settling each contract,
projects.
Contract management
system
file, deliverable
including resolution of any
plan
acceptance, and lessons
Decentralized Contracting A contract
open items
learned documentation)
Contract documentation
administrator is assigned to each project.
Contract closure
procedure
23

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Project Management Institute (PMBOK 2004 3rd Edition) PMP Preparation Worksheet

Chapter 1 Introduction Key Points

Chapter 2 Project Life Cycle and Organization Key Points

There are 2 major types of project-based organizations

Chapter 3 Project Management Processes for a Project Key Points

In order for a project to be successful, the team must

6.2 Activity Sequencing by

6.3 Activity Resource

PDM (a.k.a Activity on Node) uses 4

6.5 Schedule Development

Critical Path is the longest path through a

Cost management plan

Cost management plan

9.2 Acquire Project Team by

9.3 Develop Project Team

Organization charts and

Conflict Resolution Techniques:

Determine size of contingency needed

Identify risks requiring most attention

CR Cost Reimbursable (cost plus fee,

12.2 Plan Contracting by

12.3 Request Seller

Qualified sellers list

Procurement management plan can include

All bidders conference Q&A should be put

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