PMP Preparation Overview Updated for PMBOK.docx
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PMP Preparation Overview Updated for PMBOK.docx
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PMPPreparationOverviewUpdatedforPMBOK
PMArea
AreaProcess
ImportantToolsandTechniques
MajorDeliverables(Outputs)
ProcessGroup
OtherNotes
ProjectIntegrationManagement–Processesrequiredtoensurethatthevariouselementsoftheprojectareproperlycoordinated
ProjectPlanDevelopment–takingtheresultsofotherplanningprocessesandputtingthemintoaconsistent,coherentdocument
♦ProjectPlanningMethodology
♦ProjectPlan
Planning
ProjectPlanshouldinclude:
ProjectCharter,ScopeStatement,WBS,Budget,Schedule,Risks,andothers.
ProjectPlanExecution–carryingouttheprojectplanbyperformingtheactivitiesincludedtherin
♦GeneralManagementSkills
♦WorkAuthorizationSystem
♦PMIS
♦WorkResults
♦ChangeRequests
Executing
PM’sroleistointegrateallpiecesofaprojectintoacohesivewhole.Itismanagement’s(e.g.seniormanagement)responsibilitytodefinetheprojectand“protect”itfromchanges.
OverallChangeControl–Coordinatingchangesacrosstheentireproject
♦ChangeControlSystem
♦PerformanceMeasurement
♦PMIS
♦ProjectPlanUpdates
♦CorrectiveAction
♦LessonsLearned
Controlling
PMmustbeconcernedwiththefollowingforoverallchangecontrol:
1.Influencingthefactorsthataffectchange.
2.Ensuringthatchangeisbeneficial.
3.Determiningthatachangehasoccurred.
4.Managingchangesastheyoccur.
ProjectScopeManagement–processesrequiredtoensurethattheprojectincludesalltheworkrequired,andonlytheworkrequired,tocompletetheprojectsuccessfully
Initiation–committingtheorganizationtobeginthenextphaseoftheproject
♦ProjectSelectionMethods
♦ExpertJudgment
♦ProjectCharter
♦Constraints
♦Assumptions
Initiating
ProjectManagershouldbeidentifiedinthisphase.PMIconsidersthisanoutput.
ScopePlanning–developingawrittenscopestatementasthebasisforfutureprojectdecisions
♦ProductAnalysis
♦Benefit/CostAnalysis
♦AlternativesIdentification
♦ExpertJudgment
♦ScopeStatement
Planning
ScopeStatementshouldinclude:
♦ProjectJustification
♦ProjectProduct
♦ProjectDeliverables
♦ProjectObjectives
ScopeDefinition–subdividingthemajorprojectdeliverablesintosmaller,moremanageablecomponents
♦WBSTemplates
♦Decomposition
♦WorkBreakdownStructure
Planning
WBSisusedasabasisformanyplanningactivitiesandisconsideredveryimportantbyPMI.
ScopeVerification–formalizingacceptanceoftheprojectsscope
♦Inspection
♦FormalAcceptance
Executing
ScopeVerificationdealswiththeacceptanceofthework,notthecorrectnessofthework.QualityControldealswiththecorrectnessofthework.
ScopeChangeControl–controllingchangestotheprojectscope
♦ScopeChangeControlSystem
♦PerformanceMeasurement
♦ScopeChanges
♦CorrectiveAction
♦LessonsLearned
Controlling
CorrectiveAction–Anythingdonetobringexpectedfutureprojectperformanceintolinewiththeprojectplan.
ProjectTimeManagement-Processesrequiredtoensuretimelycompletionoftheproject
ActivityDefinition–identifyingthespecificactivitiesthatmustbeperformedtoproducethevariousprojectdeliverables
♦Decomposition
♦ActivityList
Planning
Decompositionheregeneratesactivities(actionsteps)whereasdecompositioninScopeDefinitiongeneratesdeliverables.
ActivitySequencing–identifyinganddocumentinginteractivitydependencies
♦PrecedenceDiagrammingMethod(PDM)a.k.a.activity-on-node
♦ArrowDiagrammingMethod(ADM)a.k.a.activity-on-arrow
♦ConditionalDiagrammingTechniques(e.g.GERT)
♦ProjectNetworkDiagram
Planning
PDMhas4typesofdependencies(F-S,F-F,S-S,S-F).ADMonlyusesF-Sdependencies.
ADMusesdummies,PDMdoesn’t.
ActivityDurationEstimating–estimatingthenumberofworkperiodswhichwillbeneededtocompleteindividualactivities
♦ExpertJudgment
♦AnalogousEstimating(i.e.TopDownEstimating)
♦Simulation
♦ActivityDurationEstimates
Planning
PERTandCPMestimatingcanonlybedrawnonanAOAdiagram.
CriticalPathisthelongestpaththroughanetworkdiagramandshowsearliestcompletionofaproject.ItcanbederivedusingCPM,PERT,orMonteCarlo.
ScheduleDevelopment–analyzingactivitysequences,activitydurations,andresourcerequirementstocreatetheprojectschedule
♦MathematicalAnalysis
♦DurationCompression
♦Simulation
♦ProjectSchedule
♦ScheduleManagementPlan
Planning
CPMtechniqueprovidesonly1estimatepertask(i.e.themostlikely).
PERTtechniqueprovides3estimates(Optimistic(O),Pessimistic(P),andMostLikely(M)).
PERTFormulas:
♦(P+4M+O)/6
♦StandardDeviation–(P-O)/6
♦Variance–((P-O)/6)2
ScheduleControl–controllingchangestotheprojectschedule
♦ScheduleChangeControlSystem
♦PerformanceMeasurement
♦ScheduleUpdates
♦CorrectiveAction
♦LessonsLearned
Controlling
Revisionsareaspecialscheduleupdate,whicharechangestothestartandfinishdatesinapprovedschedule.Theyareusuallyrevisedonlyinresponsetoscopechanges.
ProjectCostManagement-processesrequiredtoensurethattheprojectiscompletedwithintheapprovedbudget
ResourcePlanning–determiningwhatresources(people,equipment,materials)andwhatquantitiesofeachshouldbesuedtoperformprojectactivities
♦ExpertJudgment
♦AlternativesIdentification
♦ResourceRequirements
Planning
CostEstimating–developinganapproximation(estimate)ofthecostsoftheresourcesneededtocompleteprojectactivities
♦AnalogousEstimating(i.e.top-downestimating)
♦ParametricModeling(e.g.regressionanalysisandlearningcurve)
♦Bottom-UpEstimating
♦CostEstimates
♦CostManagementPlan
Planning
Analogousestimatingisgenerallylesscostlyandlessaccuratethanothertechniques.
Bottom-upestimatingaccuracyisdrivenbysizeofworkitemsbeingestimated.Smalleritemsincreasebothcostandaccuracy.
Formulastoremember:
♦SV=BCWP-BCWS
♦CV=BCWP-ACWP
♦SPI=BCWP/BCWS
♦CPI=BCWP/ACWP
CostBudgeting–allocatingtheoverallcostestimatetoindividualworkitems
♦CostEstimatingToolsandTechniques
♦CostBaseline
Planning
Costbaselineisatime-phasedbudgettomeasureandmonitorcostperformance.
CostControl–controllingchangestotheprojectbudget
♦CostChangeControlSystem
♦PerformanceMeasurement
♦RevisedCostEstimates
♦BudgetUpdates
♦CorrectiveAction
♦EstimateatCompletion(EAC)
♦LessonsLearned
Controlling
Formulastoremember:
♦EAC=BAC/CPI
♦ETC=EAC-ACWP
♦VAC=BAC–EAC
ProjectQualityManagement–processesrequiredtoensurethattheprojectwillsatisfytheneedsforwhichitwasundertaken
QualityPlanning–identifyingwhichqualitystandardsarerelevanttotheprojectanddetermininghowtosatisfythem
♦Benefit/CostAnalysis
♦Benchmarking
♦Flowcharting
♦QualityManagementPlan
♦Checklists
♦OperationalDefinitions(i.e.Metrics)
Planning
Quality:
Thetotalityofcharacteristicsofanentitythatbearonitsabilitytosatisfystatedorimpliedneeds.
CustomerSatisfaction:
Conformancetorequirements,specifications,andfitnessforuse.
Qualityisplannedin,notinspectedin.
QualityAssurance–evaluatingoverallprojectperformanceonaregularbasistoprovideconfidencethattheprojectwillsatisfytherelevantqualitystandards
♦QualityPlanningToolsandTechniques
♦QualityAudits
♦QualityImprovement
Executing
Kaizen(ContinuousImprovement):
Smallimprovementsinproductsorprocessestoreducecostsandensureconsistencyofproductsorservices.
ISO9000:
Aninternationalstandardthatdescribesarecommendedqualitysystem.Doesnotincludequalityproceduresorforms.
Heuristicisaruleofthumb(e.g.RuleofSeven)
QualityControl–monitoringspecificprojectresultstodetermineiftheycomplywithrelevantqualitystandardsandidentifyingwaystoeliminatecausesofunsatisfactoryperformance
♦Inspection
♦ControlCharts
♦ParetoDiagrams
♦QualityImprovement
♦AcceptanceDecisions
♦Rework
Controlling
♦+/-1sigma=68.26%
♦+/-2sigma=95.46%
♦+/-3sigma=99.73%
♦+/-6sigma=99.99%
Variable:
Characteristictobemeasured(e.g.size,shape)
Attribute:
Themeasurement(e.g.inches,pounds)
StatisticalIndependence:
Theprobabilityof1eventoccurringdoesnotaffecttheprobabilityofanothereventoccurring.
ProjectHumanResourceManagement–processrequiredtomakethemosteffectiveuseofthepeopleinvolvedwiththeproject
OrganizationalPlanning–identifying,documenting,andassigningprojectroles,responsibilitiesandperformingrelationships
♦StakeholderAnalysis
♦HumanResourcePractices
♦OrganizationalTheory
♦Roleandresponsibilityassignments
♦StaffingMgmtPlan
♦OrganizationChart
Planning
PMFormsofPower:
♦Formal(legitimate)–BasedonPosition
♦Reward–GivingRewards
♦Penalty(coercive)–Penalizing
♦Expert–KnowledgeandExperience
♦Referent–Basedonreferencingsomeoneelse’spositionandpower.
PMIsaysbestformsofpowerareExpertandReward.Formal,Reward,andPenaltyarederivedfromPM’spositioninorganization.
StaffAcquisition–gettingthehumanresourcesneededassignedtoandworkingontheproject
♦Negotiations
♦Pre-assignment
♦Procurement
♦ProjectStaffAssigned
♦ProjectTeamDirectory
Planning
ConflictResolutionTechniques:
♦ProblemSolving(Confronting)
♦Compromising
♦Withdrawal
♦Smoothing
♦Forcing
PMIrecommendsProblemSolvingasbestchoicefollowedbycompromising.Forcingislast.
TeamDevelopment–developingindividualandgroupskillstoenhanceprojectperformance
♦TeamBuildingActivities
♦RewardandRecognitionSystems
♦Collocation
♦Training
♦Performa
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