PMP notecards
PMBOK 5
th
Edition aligned
Created by Shane Rehm, PMP September 2014
These note cards are made to be printed on 3X5 index cards. Please feel free to alter and redistribute to anyone interested. I only request that you do not charge anyone for these, or alter this text box. Please note any changes or additions below.
Knowledge areas
• Integration
• Scope
• Schedule
• Cost
• Quality
• Human Resource
• Communication
• Risk
• Procurement
• Stakeholder
Statement of Work – Written description of end result or
product, supplied by customer or sponsor
SOW includes what is to be done, business reason for it,
and how it supports the strategy
Constrained Optimization – uses linear or non-linear
programming for project selection
Work Authorization System – Start activities at right
time, in right sequence. Part of PIMS, part of EEF
Preventative action- action taken before there is a
problem
Corrective action – action taken after problem has
been identified, to prevent future problems
Defect repair – to correct a problem after the fact.
Also known as rework
Market demand – satisfy a market need
Business need – for internal uses
Customer request – customer paying for a new project
Technological advance – incorporating new technology
Legal requirement –comply with new laws or regulations
Ecological impact – to reduce environmental impact
Social need – supporting humanitarian efforts
Benefit (revenue) Cost Ratio (BCR) – Ratio of
expected benefit to cost
Internal Rate of Return (IRR) – projects
returns expressed as an interest rate
Present Value =
1+𝑟
𝐹𝑉
𝑛Net Present Value – Value of future money
today minus costs
Opportunity Cost – Cost of missed
opportunities
Payback Period – How long to recover an
investment
Return on Investment (ROI) –
(benefit-cost)/cost = %
Return on Investment Capital (ROIC) – Net
Created during Develop Project charter Process
Explains need for project
Signed by senior management
Names project manager and gives authority
Includes high level project requirements
Includes high level milestone view of schedule
Includes summary-level preliminary budget
Is a FORMAL document
16 separate plans fused together create a SINGLE document
Is APPROVED; usually by PM, sponsor or team, NOT customer or
senior management
Defines how project is managed, executed and controlled
May be summary or detailed, usually detailed
Inputs • Project statement of work • Business case • Agreements • Enterprise Environmental Factors • Organizational process assets
Tools & Techniques • Expert judgment • Facilitation techniques Outputs • Project charter
Process group Initiating
Knowledge Area
Project Integration
Inputs • Project charter • Outputs from other processes • Enterprise Environmental Factors • Organizational process assets
Tools & Techniques • Expert judgment • Facilitation techniques Outputs • Project management plan
Process group Planning
Knowledge Area
Project Integration Management PMBOK Guide Ch 4.2, Pg. 72
Inputs • Project management plan • Approved change requests • Enterprise Environmental Factors • Organizational process assets
Tools & Techniques • Expert judgment • Project management information system • Meetings Outputs • Deliverables • Work performance data • Change requests • Project management plan updates • Project document updates
Process group Executing
Knowledge Area
Project Integration
Inputs • Project management plan • Schedule forecasts • Cost forecasts • Validated changes • Work performance information • Enterprise Environmental Factors • Organizational process assets
Tools & Techniques • Expert judgment • Analytical techniques • Project management information system • Meetings Outputs • Change requests • Work performance reports • Project management plan updates • Project documents updates
Process group Monitoring and controlling
Knowledge Area
Project Integration Management PMBOK Guide Ch 4.4, Pg. 86
Inputs • Project management plan • Work performance reports • Change requests • Enterprise Environmental Factors • Organizational process assets
Tools & Techniques • Expert judgment • Meetings • Change control tools Outputs • Approved change requests • Change log • Project management plan updates • Project documents updates
Process group Monitoring and controlling
Knowledge Area
Project Integration
Inputs • Project management plan • Accepted deliverables • Organizational process assets
Tools & Techniques • Expert judgment • Analytical techniques • Meetings Outputs • Final product, service, or result transition • Organizational process assets updates
Process group Closing
Knowledge Area
Project Integration Management PMBOK Guide Ch 4.6, Pg. 100
Output of: Plan scope management
Input to: Other scope management processes
Describes how scope will be defined, developed,
monitored, controlled and verified
Brain storming – Ideas shared in rapid-fire setting, not discussed until all ideas have been presented
Nominal group technique – ideas are voted on and sorted by priority Delphi technique – ideas are presented anonymously to prevent group think
Idea and mind mapping – ideas presented graphically, and associated with each other
Affinity diagram – Ideas are classified into groups for analysis Multicriteria decision analysis – uses decision matrix to rank ideas
Unanimity – Everyone agrees
Majority – More than 50%
Plurality – Largest group, not necessarily half
Dictatorship – one person makes the decisions
Consensus – general agreement
Output of: Collect requirements
Describes how individual requirements meet business
needs of project
Requirements must be unambiguous - measurable,
testable, traceable, complete, consistent and
acceptable to stakeholders
Focus Groups – directed by moderator
Brainstorming – build off other ideas
Nominal Group Technique – ranks ideas
Affinity Diagrams – groups like ideas
Benchmark – look at other projects
Mind map, Surveys, Observations, Prototype, Interviews
Historical records, Facilitated workshops, User stories
Output of: Collect requirements
Documents the source of the
requirements
Output of: Define Scope
Description of scope, major deliverables, acceptance
criteria, exclusions, assumptions and constraints
Provides common understanding of scope among key
stakeholders
NOT a formal output!
Created using DECOMPOSITION tool
Work packages that are too detailed can have adverse
impact on project
8-80 rule – ideal size of work package is 8 – 80 hours
Each node has a unique identifier associated with a
control account for budget and schedule tracking
Includes scope statement, WBS and
WBS dictionary
Scope statement is approved
WBS dictionary provides details of
each work package in the WBS
Verified deliverables = outputs from
Control Quality
Accepted deliverables = inspected and
approved by customer or sponsor
during
Validate Scope
process
Inputs • Project management plan • Project charter • Enterprise Environmental Factors • Organizational process assets
Tools & Techniques • Expert judgment • Meetings Outputs • Scope management plan • Requirements management plan
Process group Planning
Knowledge Area Project Scope Management
Inputs • Scope management plan • Requirements management plan • Stakeholder management plan • Project charter • Stakeholder register
Tools & Techniques
• Interviews • Focus groups • Facilitated workshops • Group creativity techniques • Group decision making techniques • Questionnaires and surveys • Observations • prototypes • benchmarking • Context diagrams • Document analysis Outputs • Requirements documentation • Requirements traceability matrix
Process group Planning
Knowledge Area Project Scope Management
Inputs • Scope management plan • Project charter • Requirements documentation • Organizational process assets
Tools & Techniques • Expert judgment • Product analysis • Alternatives generation • Facilitated workshops Outputs • Project scope statement • Project documents updates
Process group Planning
Knowledge Area Project Scope Management
Inputs • Scope management plan • Project scope statement • Requirements documentation • Enterprise Environmental Factors • Organizational process assets
Tools & Techniques • Expert judgment • Decomposition Outputs • Scope baseline • Project documents updates
Process group Planning
Knowledge Area Project Scope Management
Inputs • Project management plan • Requirements documentation • Requirements traceability matrix • Verified deliverables • Work performance data
Tools & Techniques • Inspection • Group decision making techniques Outputs • Accepted deliverables • Change requests • Work performance information • Project documents updates
Process group Monitoring and controlling
Knowledge Area Project Scope Management
Inputs • Project management plan • Requirements documentation • Requirements traceability matrix • Work performance data • Organizational process assets
Tools & Techniques • Variance analysis Outputs • Work performance information • Change requests • Project management plan updates • Project documents updates • Organizational process assets updates Process group Monitoring and controlling
Knowledge Area Project Scope Management
Rolling Wave Planning – sooner work planned
in greater detail than work in the future
Milestone list- a list a major milestones; used
for updating senior management
Lead – Getting a head start; Lag –
Unproductive waiting time
Resource calendar – Identifies resource availability
Resource Breakdown Structure – Graphical
hierarchical representation of resources required
Reserve Analysis – extra buffer time for
contingencies
Activity list – much more detailed than
WBS
.
Created by decomposing
WBS
packages
further.
WBS
work packages are deliverable focused.
Activity list contains multiple activates for
each work package
Activity attributes may be included or be a
Sequence Activities
technique to
diagram logical relationships
Also known as Activity-on-Node
(AON)
Mandatory dependencies- Must be complied with,
usually legal or physical requirement
Discretionary dependencies – Not always required,
based on experience or best practices
External dependencies – dependent on something
outside the project, such as supplier or contractor
Internal dependencies – dependency on
Sequence Activities
technique to diagram logical
relationships, yields Project Network Schedule Diagram
Also known as Activity-on-Node (AON)
Not concerned with dates or times, only sequencing
activities in the correct logical order
Estimates are based on the WBS
Risks are taken into consideration via Risk
Register
Estimates should be performed by the person
doing the work
Analogous Estimating –based on previous projects; also known as Top-down estimating
Parametric Estimating – linear or scale based, 10 units X $10 each = $100 Three Point Estimating – Beta distribution
𝑝𝑒𝑠𝑠𝑖𝑚𝑖𝑠𝑡𝑖𝑐 + 𝑚𝑜𝑠𝑡 𝑙𝑖𝑘𝑒𝑙𝑦 ∗ 4 + 𝑜𝑝𝑡𝑖𝑚𝑖𝑠𝑡𝑖𝑐 6
Three Point Estimating – Triangular distribution
𝑝𝑒𝑠𝑠𝑖𝑚𝑖𝑠𝑡𝑖𝑐 + 𝑚𝑜𝑠𝑡 𝑙𝑖𝑘𝑒𝑙𝑦 + 𝑜𝑝𝑡𝑖𝑚𝑖𝑠𝑡𝑖𝑐 3
Standard deviation – quick estimate
𝑝𝑒𝑠𝑠𝑖𝑚𝑖𝑠𝑡𝑖𝑐 − 𝑜𝑝𝑡𝑖𝑚𝑖𝑠𝑡𝑖𝑐
Critical path- sequence of activities that can not be delayed without delaying the end of the project, the longest path through the project
Float (Slack) – amount of time an activity can slip without changing the critical path (project finish date), activities on the critical path have zero float
Early Start – earliest date that an activity can begin, based on dependencies Early Finish – Early start date + duration - 1
Late Start – latest date that an activity can begin, (Early start +float) Late Finish – Late start + duration - 1
Free Float - time an activity can slip without affecting early start date of next activity Negative Float – When activities overlap, indicated problem with schedule Critical Chain Method – Critical path with buffers and resource constraints factored in
Resource optimization techniques – Leveling – activities are
changed to accommodate availability of resources.
Smoothing-adjusting within float so project completion is not delayed
Modeling techniques – “What if” analysis – Monte Carlo
computer simulation that can identify high risk areas
Schedule Compression – Crashing = adding more resources to
activity. Fast tracking = performing activities in parallel
Inputs • Project management plan • Project charter • Enterprise environmental factors • Organizational process assets
Tools & Techniques • Expert judgment • Analytical techniques • Meetings Outputs • Schedule management plan
Process group Planning
Knowledge Area Project Time Management
Inputs • Schedule management plan • Scope baseline • Enterprise environmental factors • Organizational process assets
Tools & Techniques • Decomposition • Rolling wave planning • Expert judgment Outputs • Activity list • Activity attributes • Milestone list
Process group Planning
Knowledge Area Project Time Management
Inputs • Schedule management plan • Activity list • Activity attributes • Milestone list • Project scope statement • Enterprise environmental factors • Organizational process assets
Tools & Techniques • Precedence diagramming method • Dependency
determination • Leads and lags
Outputs • Project schedule network diagrams • Project documents updates
Process group Planning
Knowledge Area Project Time Management
Inputs • Schedule management plan • Activity list • Activity attributes • Resource calendars • Risk register • Activity cost estimates • Enterprise environmental factors • Organizational process assets
Tools & Techniques • Expert judgment • Alternative analysis • Published estimating data • Bottom-up estimating • Project management software Outputs • Activity resource requirements • Resource breakdown structure • Project documents updates
Process group Planning
Knowledge Area Project Time Management
Inputs • Schedule management plan • Activity list • Activity attributes • Activity resource requirements • Resource calendar • Project scope statement • Risk register • Resource breakdown structure • Enterprise environmental factors • Organizational process assets
Tools & Techniques
• Expert judgment • Analogous estimating • Parametric estimating • Three-point estimating • Group decision making techniques • Reserve analysis Outputs • Activity duration estimates • Project documents updates
Process group Planning
Knowledge Area Project Time Management
Process group Planning
Knowledge Area Project Time Management PMBOK Guide Ch 6.6, Pg. 172 Inputs • Schedule management plan • Activity list • Activity attributes • Project schedule network diagram • Activity resource requirements • Resource calendars • Activity duration estimates • Project scope statement • Risk register • Project staff assignments • Resource breakdown structure • Enterprise environmental factors • Organizational process assets
Tools & Techniques
• Schedule network analysis • Critical path method • Critical chain method • Resource optimization techniques • Modeling techniques • Leads and lags • Schedule compression • Scheduling tool Outputs • Schedule baseline • Project schedule • Schedule data • Project calendars • Project management plan updates • Project documents updates
Inputs • Project management plan • Project schedule • Work performance data • Project calendars • Schedule data • Organizational process assets
Tools & Techniques • Performance reviews • Project management software • Resource optimization techniques • Modeling techniques • Leads and lags • Schedule compression • Scheduling tool Outputs • Work performance information • Schedule forecasts • Change requests • Project management plan updates • Project documents updates • Organizational process assets updates Process group Monitoring and controlling
Knowledge Area Project Time Management
Cost + Contingency = Cost baseline Baseline + Management reserves = Budget
Contingency Reserves – cash added to offset specific identified risks Management Reserves – Lump sum added to baseline for unidentified risks Life-Cycle Costing – Cradle to grave cost
Value Engineering (Value analysis) – Trying to squeeze as much value out of the project as possible
Estimates become more accurate
with each iteration
Order of Magnitude -50% to +100%
Conceptual Estimate -30% to +50% Preliminary Estimate -20% to +30%
Definitive Estimate -15% to +20%
Analogous Estimating – Top-down estimating, based on previous projects Parametric Estimating – linear or scale based, 10 units X $10 each = $100 Three Point Estimating – Beta distribution
𝑝𝑒𝑠𝑠𝑖𝑚𝑖𝑠𝑡𝑖𝑐 + 𝑚𝑜𝑠𝑡 𝑙𝑖𝑘𝑒𝑙𝑦 ∗ 4 + 𝑜𝑝𝑡𝑖𝑚𝑖𝑠𝑡𝑖𝑐 6
Three Point Estimating – Triangular distribution
𝑝𝑒𝑠𝑠𝑖𝑚𝑖𝑠𝑡𝑖𝑐 + 𝑚𝑜𝑠𝑡 𝑙𝑖𝑘𝑒𝑙𝑦 + 𝑜𝑝𝑡𝑖𝑚𝑖𝑠𝑡𝑖𝑐 3
Reserve Analysis – Extra funds factored into the estimate to protect against overages Bottom Up Estimating – Aggregate activity estimates up to a grand total
This is the overall budget
May have multiple baselines
Specifies what costs will be incurred and when
Starts slowly, then accelerates, forming an S-curve
Includes reserves and contingency amounts
Budget At Completion – Total budgeted cost for project - BAC
Planned Value – How much work should be completed
𝑃𝑉 = 𝑝𝑙𝑎𝑛𝑛𝑒𝑑 𝑎𝑚𝑜𝑢𝑛𝑡 𝑐𝑜𝑚𝑝𝑙𝑒𝑡𝑒
Earned Value – How much work has actually been accomplished
𝐸𝑉 = 𝑎𝑐𝑡𝑢𝑎𝑙 𝑎𝑚𝑜𝑢𝑛𝑡 𝑐𝑜𝑚𝑝𝑙𝑒𝑡𝑒𝑑
Cost Variance – Difference between planned and actual expenses 𝐶𝑉 = 𝐸𝑉 − 𝐴𝐶 Schedule Variance – Difference planned schedule and actual schedule
S𝑉 = 𝐸𝑉 − 𝑃𝑉
Cost Performance Index – Rate of project performance meeting cost expectations 𝐶𝑃𝐼 = 𝐸𝑉/𝐴𝐶
Cumulative CPI – CPI measured from the beginning for the project. Used in forecasting 𝐶𝑃𝐼𝐶= 𝐸𝑉𝑐/𝐴𝐶𝑐
Schedule Performance Index – Rate of project performance meeting schedule expectations 𝑆𝑃𝐼 = 𝐸𝑉/𝑃𝑉 + Behind schedule - Ahead of schedule + Over budget - Under budget Above 1 Good Below 1 Bad Above 1 Good Below 1 Bad
Estimate At Completion – Total estimated project cost at completion 𝐸𝐴𝐶 = 𝐵𝐴𝐶/〖𝐶𝑃𝐼〗^𝐶
Estimate To Completion – How much more to finish the project 𝐸𝑇𝐶 = 𝐸𝐴𝐶 − 𝐴𝐶
Variance At Completion – Difference between what was budgeted and actually spent 𝑉𝐴𝐶 = 𝐵𝐴𝐶 − 𝐸𝐴𝐶
To-Complete Performance Index – Performance that must be achieved to meet goals 𝑇𝐶𝑃𝐼 = 𝐵𝐴𝐶 − 𝐸𝑉
(𝐵𝐴𝐶 − 𝐴𝐶)
Above 1 BAD
Fixed – Costs that stay the same
Variable – Costs that fluctuate
Direct – Billed directly to project
Indirect – Shared among several projects
Sunk – Costs that can not be recovered
Inputs • Project management plan • Project charter • Enterprise environmental factors • Organizational process assets
Tools & Techniques • Expert judgment • Analytical techniques • Meetings Outputs • Cost management plan
Process group Planning Knowledge Project Cost
Inputs • Cost management plan • Human resource management plan • Scope baseline • Project schedule • Risk register • Enterprise environmental factors • Organizational process assets
Tools & Techniques • Expert judgment • Analogous estimating • Parametric estimating • Bottom-up estimating • Three point estimating • Reserve analysis • Cost of quality • Project management software • Vendor bid analysis • Group decision making techniques Outputs • Activity cost estimates • Basis of estimates • Project document updates
Process group Planning Knowledge
Area
Project Cost Management PMBOK Guide Ch 7.2, Pg. 200
Inputs • Cost management plan • Scope baseline • Activity cost estimates • Basis of estimates • Project schedule • Resource calendars • Risk register • Agreements • Organizational process assets
Tools & Techniques • Cost aggregation • Reserve analysis • Expert judgment • Historical relationships • Funding limit reconciliation Outputs • Cost baseline • Project funding requirements • Project documents updates
Process group Planning Knowledge Project Cost
Inputs • Project management plan • Project funding requirements • Work performance data • Organizational process assets
Tools & Techniques • Earned value management • Forecasting • To-complete performance index (TCPI) • Performance reviews • Project management software • Reserve analysis Outputs • Work performance information • Cost forecasts • Change requests • Project management plan updates • Project documents updates • Organizational process assets updates Process group and ControllingMonitoring
Knowledge Area
Project Cost Management PMBOK Guide Ch 7.4, Pg. 215
Total Quality Management – Focuses on processes, says
everyone is responsible for quality control
Kaizen (Continuous Improvement) – constant process
improvement
Just-In-Time – Manufacturing technique that brings
inventory levels to zero or near zero
ISO 9000 – Document what you do and do what you
document
Mutually Exclusive – One choice excludes others
Standard Deviation – average distance from mean
Six Sigma – Measures output quality levels, set very high
Statistical Independence – When one outcome has no
effect on another
Quality Audit – Ensuring team is performing according to
standards and processes
Prevention – Keeping defects from occurring; favored
over inspection
Inspection – catching defects before them have an
impact
Attribute Sampling – Yes or no, conforms to quality
standards or does not
Variable Sampling – Measures how well conforms to
quality standards
Mutually Exclusive – two events that can not occur in a
single trial
Special Causes – Unusual and preventable circumstance
Common Causes – Normal circumstance, generally just
accepted
Tolerance – Defined limits for acceptance; focused on
the end product
Control limits – Performing organizations standard for
quality, usually 3 or 6 Sigma
Specification limits – Customer expectationsor
contractual requirements
Quality – Degree to which something fulfills requirements
Grade – Same functionality but different technical specifications
Cost of Quality – Total costs incurred for conformance and
nonconformance
Cost Benefit Analysis (Marginal Analysis) – Benefits of quality
must outweigh the costs
Rule of 7 – 7 nonrandom points on one side of the mean
indicate an out of control condition
Cause-And-Effect Diagrams – Ishikawa or Fishbone
diagrams; trace problems to root causes
Flowcharting – How components of a system
relate; predicts where quality problems may occur
Checksheets – used to keep running totals
Pareto diagram – Defects ranked from greatest to
least; 80% of problems from 20% of causes
Histograms – Visual distribution of data
Control Charts – Track deviations from
mean; in control or not
Scatter Diagrams – For identifying trends
and correlations between 2 variables
Inputs • Project management plan • Stakeholder register • Risk register • Requirements documentation • Enterprise environmental factors • Organizational process assets
Tools & Techniques • Cost benefit analysis • Cost of quality • Seven basic quality tools • Benchmarking • Design of experiments • Statistical sampling • Additional quality planning tools • Meetings Outputs • Quality management plan • Process improvement plan • Quality metrics • Quality checklists • Project document updates
Process group Planning Knowledge Project Quality
Inputs • Quality management plan • Process improvement plan • Quality metrics • Quality control measures • Project documents
Tools & Techniques • Quality management and control tools • Quality audits • Process analysis Outputs • Change requests • Project management plan updates • Project document updates • Organizational process assets updates
Process group Executing Knowledge
Area
Project Quality Management PMBOK Guide Ch 8.2, Pg. 243
Quality Assurance is primarily concerned
with processes and procedures
Inputs • Project management plan • Quality metrics • Quality checklists • Work performance data • Approved change requests • Deliverables • Project documents • Organizational process assets
Tools & Techniques
• Seven basic quality tools • Statistical sampling • Inspection • Approved change requests review Outputs • Quality control measurements • Validated changes • Verified deliverables • Work performance information • Change requests • Project management plan updates • Project document updates • Organizational process assets updates
Process group and controllingMonitoring
Knowledge Project Quality
Control Quality is primarily
Roles and Responsibilities – defines each role and
skills required
Staffing Management Plan – How and when
project will be staffed, and released
Organizational Charts and Resource Histogram –
chart of resource usage over a give time period
HR Management Plan also contains training,
rewards, safety, can compliance plans
Hierarchical – Resource or organizational
breakdown structure
Responsibility Assignment Matrix (RAM) or RACI
chart – charts team members to specific
assignments
Pre-assignment – designating someone
for a role before it is defined
Observation and conversation – engage
team members and look for any problems
Halo Effect – If a team member is good at
A, he must also be good at B
Team Performance Assessments – Evaluations
of team performance
Project Performance Appraisals – Reviews of
individual team member performance
Most conflicts are between project managers
and functional managers
Most conflicts are over resources, schedules,
priorities. Not personality differences.
Forming – When team is first formed, members learning
about the project and their assignments
Storming – Team begins work, conflict and chaos are
common
Norming – People settle into their roles and begin to
work together
Performing – Efficient teamwork, interdependent
relationships and high quality output
Adjourning – When project is complete and team is
disbanded
Maslow’s Hierarchy of Needs – Basic, low level needs must be
met before higher level needs are apparent
Expectancy Theory – Employees do things and make choices
based of expected rewards
McGregor’s Theory – X managers = constant motivation and
supervision. Y managers = are workers self-motivated
Fringe Benefit – Standard benefit available to everyone
Contingency Theory – Task oriented leader most effective in
stressful environment. Relationship manager more effective in
calm environment
Herzberg’s Motivation-Hygiene Theory – Hygiene (basic) factors
must be in place before the presence of motivational factors
will be effective
McClelland’s Three Need Theory – Achievement need, Power
need, Affiliation need
Test favors rewards that apply to the whole team, not just
individuals
Reward Power – Ability to give rewards and recognition
Expert Power – Subject matter expert
Legitimate – Formal, position based authority
Referent – Charisma or relationship leveraged
Punishment – also known as coercive power
Expert and reward power favored by PMI
Problem solving – Confront problem head on. Highly favored on exam Collaboration – Problem solving with multiple people. Also highly favored on exam
Compromise – Both parties sacrifice for sake of agreement, a “lose-lose” approach
Forcing – Applying force until problem is resolved. Considered the worst approach
Smoothing – downplay problem and refocus attention elsewhere. Does not provide a solution to the issue
1. Schedules
2. Project priorities
3. Resources
4. Technical opinions
5. Administrative procedures
6. Cost
7. Personality
Initiators – proactively initiates and activities
Information Seekers – seek to gain knowledge and understanding Information Givers – openly shares information
Encouragers – maintain positive attitude, boosts morale Clarifiers – makes certain everyone has a common understanding Harmonizers – enhance information to increase understanding Summarizers – relate details back to the big picture Gatekeepers – draws others in; encourages communication
Aggressors – openly hostile and opposed to the project Blockers –blocks information and disrupts communication Withdrawers – does not participate discussions or resolutions
Recognition Seekers – only involved in project for personal gain Topic Jumpers – Always changes subject; presents irrelevant information Dominators – presents opinions forcefully; no regard for other viewpoints Devils Advocate – automatically take a contrary viewpoint
Leadership – directing coaching facilitating
supporting
Influencing – influence stakeholders through
persuasion, listening, and relationship building
Effective Decision Making – taking all relevant
information into consideration
Inputs • Project management plan • Activity resource requirements • Enterprise environmental factors • Organizational process assets
Tools & Techniques • Organizational charts and position descriptions • Networking • Organizational theory • Expert judgment • Meetings Outputs • Human resource management plan
Process group Planning
Knowledge Area Human Resource Management PMBOK Guide Ch 9.1, Pg. 258
Inputs • Human resource management plan • Enterprise environmental factors • Organizational process assets
Tools & Techniques • Pre-assignment • Negotiation • Acquisition • Virtual teams • Multi-criteria decision analysis Outputs • Project staff assignments • Resource calendars • Project management plan updates
Process group Executing
Knowledge Area
Human Resource
*Acquire Project Team is an
executing process
Inputs • Human resource management plan • Project staff assignments • Resource calendars
Tools & Techniques • Interpersonal skills • Training • Team-building activated • Ground rules • Colocation • Recognition and rewards • Personnel assessment tools Outputs • Team performance assessments • Enterprise environmental factors
Process group Executing
Knowledge Area Human Resource Management PMBOK Guide Ch 9.3, Pg. 273
Inputs • Human resource management plan • Project staff assignments • Team performance assessments • Issue log • Work performance reports • Organizational process assets
Tools & Techniques • Observation and conversation • Project performance appraisals • Conflict management • Interpersonal skills Outputs • Change requests • Project management plan updates • Project documents updates • Enterprise environmental factors updates • Organizational process assets updates Process group Executing
Knowledge Area
Human Resource
90% of a project managers time is spent communicating
Communication Channels =
𝑛∗ 𝑛−12Performance Reporting – tool for
Manage Communications
.
Involved creating and distributing reports
Project Communication – output for
Manage Communications
.
Any information that is communicated regarding the project
Issue Log – document for tracking issues and resolutions with
stakeholders
Sender
•Encode message clearly
•Select communication method
•Send the message
•Confirm that the message was understood by the
receiver
Receiver
•Decode the message
•Acknowledge receipt
•Respond and give feedback
Noise – anything that interferes with transmission
Active listening – receiver actively acknowledges
understanding to sender
Effective listening – monitor nonverbal and
physical communication and provide feedback
Paralingual – Vocal, but not verbal. Tone of voice,
volume or pitch
Informal Written – email, memos
Formal Written – contracts, legal documents
Informal verbal – meetings, phone calls
Formal verbal – speeches, presentations
Interactive – back and forth between 2 or more parties
Push – communications sent to recipients, no receipt
Pull – Receivers retrieve information on their own
Inputs • Project management plan • Stakeholder register • Enterprise environmental factors • Organizational process assets
Tools & Techniques
• Communication requirements analysis • Communication technology • Communication models • Communication methods • Meetings Outputs • Communications management plan • Project documents updates
Process group Planning
Knowledge Area
Project Communications
Inputs • Communications management plan • Work performance reports • Enterprise environmental factors • Organizational process assets
Tools & Techniques
• Communication technology • Communication models • Communication methods • Information management systems • Performance reporting Outputs • Project communications • Project management plan updates • Project documents updates • Organizational process assets updates
Process group Executing
Knowledge Area
Project Communications
Management PMBOK Guide Ch 10.2, Pg. 297
Inputs • Project management plan • Project communications • Issue log • Work performance data • Organizational process assets
Tools & Techniques
• Information management systems • Expert judgment • Meetings Outputs • Work performance information • Change requests • Project management plan updates • Project documents updates • Organizational process assets updates
Process group Monitoring and controlling
Knowledge Area
Project Communications
1. Plan Risk Management
2. Identify Risks
3. Perform Qualitative Analysis
4. Perform Quantitative Analysis
5. Plan Risk Response
Risk is an uncertain event; can be negative OR positive
Risk Breakdown Structure – graphical chart of identified risks arranged by category
Risk Register – List of all identified risks, causes, categories and responses Risk Audits – evaluates overall risk management, but individual risks Workaround – response to an unplanned risk event
Qualitative Risk Analysis – determine
probability of a risk occurring and impact
Ranks risks so PM can focus on highest
priority and reduce overall risk
Probability and Impact Matrix –
probability VS. impact chart
Quantitative Risk Analysis –
assigns value to risks; usually
in terms of time or money
Ranks risks so PM can focus on
highest priority and reduce
overall risk
Sensitivity Analysis – how sensitive is project to risk
(Tornado diagram)
Expected Monetary Value Analysis – most likely
monetary value 𝐸𝑀𝑉 = 𝑃 ∗ 𝐼
Decision Tree Analysis – shows probability and dollar
amount for each risk
Tornado Diagram – bar graph with bars arranged from
greatest to least impact
Modeling and Simulation – Monte Carlo large number of
simulations on computer to determine propability
Avoid – eliminate the risk completly
Transfer – assign to another party (insurance
or contractor)
Mitigate – reduce the likelihood of the risk
occurring
Accept – when cost or impact of other
strategies is too great
Exploit – action to make certain risk happens
Share – partner with another party
Enhance – influence underlying triggers to
increase probability
Accept – ready and willing to take advantage,
but not actively pursuing
Inputs • Project management plan • Project charter • Stakeholder register • Enterprise environmental factors • Organizational process assets
Tools & Techniques • Analytical techniques • Expert judgment • Meetings Outputs • Risk management plan
Process group Planning
Knowledge Area Project Risk Management
Inputs
• Risk management plan • Cost management plan • Schedule management
plan
• Quality management plan • Human resource
management plan • Scope baseline • Activity cost estimates • Activity duration estimates • Stakeholder register • Project documents • Procurement documents • Enterprise environmental factors • Organizational process assets
Tools & Techniques
• Documentation reviews • Information gathering techniques • Checklist analysis • Assumptions analysis • Diagramming techniques • SWOT analysis • Expert judgment Outputs • Risk register
Process group Planning
Knowledge Area Project Risk Management
Inputs • Risk management plan • Scope baseline • Risk register • Enterprise environmental factors • Organizational process assets
Tools & Techniques • Risk probability and impact assessment • Probability and impact matrix • Risk data quality assessment • Risk categorization • Risk urgency assessment • Expert judgment Outputs • Project documents updates
Process group Planning
Knowledge Area Project Risk Management
Inputs • Risk management plan • Cost management plan • Schedule management plan • Risk register • Enterprise environmental factors • Organizational process assets
Tools & Techniques • Data gathering
and representation techniques • Quantitative
risk analysis and modeling techniques • Expert judgment Outputs • Project documents updates
Process group Planning
Knowledge Area Project Risk Management
Inputs • Risk management plan • Risk register Tools & Techniques • Strategies for negative risks or threats • Strategies for positive risks or opportunities • Contingent response strategies • Expert judgment Outputs • Project management plan updates • Project documents updates
Process group Planning
Knowledge Area Project Risk Management
Inputs • Project management plan • Risk register • Work performance data • Work performance reports
Tools & Techniques • Risk reassessment • Risk audits • Variance and trend analysis • Technical performance measurement • Reserve analysis • Meetings Outputs • Work performance information • Change requests • Project management plan updates • Project documents updates • Organizational process assets updates Process group Monitoring and Controlling
Knowledge Area Project Risk Management
Procurement Statement of Work – Explains scope to sellers to
determine if they can/want to pursue the business
Source Selection Criteria – determined prior to selecting seller
Agreements – Contracts that define who will do what when and
here. Also includes dispute resolution
Claims Administration – Process for managing contract disputes
needs to be defined in advance – usually in the contract
Any communication involving contracts should be Formal
Written
Project managers should be involved on both sides
before contracts are signed
Procurement Performance Review – verify seller is
meeting performance requirements
Conduct Procurements – BEFORE contract is signed
Control Procurements – AFTER contract is signed
Close Procurements – Product accepted and formal sign
off
Fixed Price – Seller has all the risk; good for routine
procurements
Time and Material – Start work quicker, good for small,
short procurements
Cost Reimbursable – Buyer has most risk; good when the
scope is undefined
Incentives can motivate sellers and prevent contract
abuse
Letter of Intent – Allows seller to begin committing
resources before contract is signed
Inputs • Project management plan • Requirements documentation • Risk register • Activity resource requirements • Project schedule • Activity cost estimates • Stakeholder register • Enterprise environmental factors • Organizational process assets
Tools & Techniques
• Make-or-buy analysis • Expert judgment • Market research • Meetings Outputs • Procurement management plan • Procurement statement of work • Procurement documents • Source selection criteria • Make-or-buy decisions • Change requests • Project documents updates
Process group Planning
Knowledge Area
Project Procurement Management PMBOK Guide Ch 12.1, Pg. 358
Inputs • Procurement management plan • Procurement documents • Source selection criteria • Seller proposals • Project documents • Make-or-buy decisions • Procurement statement of work • Organizational process assets Tools & Techniques • Bidder conference • Proposal evaluation techniques • Independent estimates • Expert judgment • Advertising • Analytical techniques • Procurement negotiations Outputs • Selected sellers • Agreements • Resource calendars • Change requests • Project management plan updates • Project documents updates
Process group Executing
Knowledge Area
Project Procurement
Inputs • Project management plan • Procurement documents • Agreements • Approved change requests • Work performance reports • Work performance data
Tools & Techniques • Contract change control system • Procurement performance reviews • Inspections and audits • Performance reporting • Payment systems • Claims administration • Records management system Outputs • Work performance information • Change requests • Project management plan updates • Project documents updates • Organizational process assets updates
Process group Planning
Knowledge Area
Project Procurement Management PMBOK Guide Ch 12.3, Pg. 379
Inputs • Project management plan • Procurement documents
Tools & Techniques • Procurement audits • Procurement negotiations • Records management system Outputs • Closed procurements • Organizational process asset updates
Process group Closing
Knowledge Area
Project Procurement
Analytical Techniques – understand stakeholder
engagement levels, usually plotted on a matrix
Issue log – Captures stakeholder concerns in a
single document
Identify stakeholders as early as possible to avoid
problems later on
Stakeholder register – contains all information
about stakeholders
Inputs • Project charter • Procurement documents • Enterprise environmental factors • Organizational Process assets
Tools & Techniques • Stakeholder analysis • Expert judgment • Meetings Outputs • Stakeholder register
Process group Initiating
Knowledge Area
Project Stakeholder Management PMBOK Guide Ch 13.1, Pg. 393
Inputs • Project management plan • Stakeholder register • Enterprise environmental factors • Organizational Process assets
Tools & Techniques • Expert judgment • Meetings • Analytical techniques Outputs • Stakeholder management plan • Project documents updates
Process group Planning
Knowledge Area
Project Stakeholder
Inputs • Stakeholder management plan • Communications management plan • Change log • Organizational process assets
Tools & Techniques
• Communication methods • Interpersonal skills • Management skills Outputs • Issue log • Change requests • Project management plan updates • Project documents updates • Organizational process assets updates
Process group Executing
Knowledge Area
Project Stakeholder Management PMBOK Guide Ch 13.3, Pg. 404
Inputs • Project management plan • Issue log • Work performance data • Project documentation
Tools & Techniques • Information management systems • Expert judgment • Meetings Outputs • Work performance information • Change requests • Project management plan updates • Project documents updates • Organizational process assets updates Process group Monitoring and controlling
Knowledge Area
Project Stakeholder
Enterprise Environmental Factors
• Not part of the project itself
• Company’s org structure
• Corporate culture
• Organization’s values and work ethic
• Laws and regulations
• Stakeholder personalities and expectations
• State of the market
• Organizations infrastructure
Organizational Process Assets
• Anything Organization owns that can contribute to the project
• Templates for common project documents
• Examples of previous project plans
• Organizational policies, procedures, guidelines
• Software tools
• Databases of project information
• Estimating data
• Historical information
• Lessons learned
• Knowledge bases
Common tools
• Analytical Techniques• Understand root cause or forecast scenarios
• Expert judgment
• Highly favored and found commonly on planning processes
• Facilitation techniques • Group decision makings technique
• Consensus- everyone agrees to support decision • Unanimity- everyone agrees
• Majority- over 50%
• Plurality- Largest group of votes (not necessarily 50% • Dictatorship- Not favored on exam
• Meetings
• Project management information system
• Automated system to support project manager • Optimizes schedule
• Collects and distributes information • Contains configuration management system • Sometimes considered an environmental factor
