PMP notecards PMBOK 5th Edition aligned Created by Shane Rehm, PMP September 2014
[email protected] 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
Human Resource
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 =
𝐹𝑉 1+𝑟 𝑛
Net 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) – (benefitcost)/cost = %
Return on Investment Capital (ROIC) – Net income/total capital invested
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
Process group
Initiating
Knowledge Area
Project Integration Management
PMBOK Guide
Ch 4.1, Pg. 66
Tools & Techniques • Expert judgment • Facilitation techniques
Outputs • Project charter
Inputs • Project charter • Outputs from other processes • Enterprise Environmental Factors • Organizational process assets
Process group
Planning
Knowledge Area
Project Integration Management
PMBOK Guide
Ch 4.2, Pg. 72
Tools & Techniques • Expert judgment • Facilitation techniques
Outputs • Project management plan
Inputs • Project management plan • Approved change requests • Enterprise Environmental Factors • Organizational process assets
Process group
Executing
Knowledge Area
Project Integration Management
PMBOK Guide
Ch 4.3, Pg. 79
Tools & Techniques • Expert judgment • Project management information system • Meetings
Outputs • Deliverables • Work performance data • Change requests • Project management plan updates • Project document updates
Inputs • Project management plan • Schedule forecasts • Cost forecasts • Validated changes • Work performance information • Enterprise Environmental Factors • Organizational process assets
Process group
Monitoring and controlling
Knowledge Area
Project Integration Management
PMBOK Guide
Ch 4.4, Pg. 86
Tools & Techniques • Expert judgment • Analytical techniques • Project management information system • Meetings
Outputs • Change requests • Work performance reports • Project management plan updates • Project documents updates
Inputs • Project management plan • Work performance reports • Change requests • Enterprise Environmental Factors • Organizational process assets Process group
Monitoring and controlling
Knowledge Area
Project Integration Management
PMBOK Guide
Ch 4.5, Pg. 94
Tools & Techniques • Expert judgment • Meetings • Change control tools
Outputs • Approved change requests • Change log • Project management plan updates • Project documents updates
Inputs • Project management plan • Accepted deliverables • Organizational process assets
Process group
Closing
Knowledge Area
Project Integration Management
PMBOK Guide
Ch 4.6, Pg. 100
Tools & Techniques • Expert judgment • Analytical techniques • Meetings
Outputs • Final product, service, or result transition • Organizational process assets updates
Human Resource
Output of: Plan scope management
Input to: Other scope management processes Describes how scope will be defined, developed, monitored, controlled and verified Includes Requirements Management Plan
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
May also include activity attributes
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
Process group
Planning
Knowledge Area
Project Scope Management
PMBOK Guide
Ch 5.1, Pg. 107
Tools & Techniques • Expert judgment • Meetings
Outputs • Scope management plan • Requirements management plan
Inputs • Scope management plan • Requirements management plan • Stakeholder management plan • Project charter • Stakeholder register
Process group
Planning
Knowledge Area
Project Scope Management
PMBOK Guide
Ch 5.2, Pg. 110
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
Inputs • Scope management plan • Project charter • Requirements documentation • Organizational process assets
Process group
Planning
Knowledge Area
Project Scope Management
PMBOK Guide
Ch 5.3, Pg. 120
Tools & Techniques • Expert judgment • Product analysis • Alternatives generation • Facilitated workshops
Outputs • Project scope statement • Project documents updates
Inputs • Scope management plan • Project scope statement • Requirements documentation • Enterprise Environmental Factors • Organizational process assets
Process group
Planning
Knowledge Area
Project Scope Management
PMBOK Guide
Ch 5.4, Pg. 125
Tools & Techniques • Expert judgment • Decomposition
Outputs • Scope baseline • Project documents updates
Inputs • Project management plan • Requirements documentation • Requirements traceability matrix • Verified deliverables • Work performance data Process group
Monitoring and controlling
Knowledge Area
Project Scope Management
PMBOK Guide
Ch 5.5, Pg. 133
Tools & Techniques • Inspection • Group decision making techniques
Outputs • Accepted deliverables • Change requests • Work performance information • Project documents updates
Inputs • Project management plan • Requirements documentation • Requirements traceability matrix • Work performance data • Organizational process assets
Process group
Monitoring and controlling
Knowledge Area
Project Scope Management
PMBOK Guide
Ch 5.6, Pg. 136
Tools & Techniques • Variance analysis
Outputs • Work performance information • Change requests • Project management plan updates • Project documents updates • Organizational process assets updates
Human Resource
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 Heuristic – A generally accepted rule
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 separate document
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 something within the project teams control
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 Historical information is a key input
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 =𝜎 6
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. Smoothingadjusting 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
Process group
Planning
Knowledge Area
Project Time Management
PMBOK Guide
Ch 6.1, Pg. 145
Tools & Techniques • Expert judgment • Analytical techniques • Meetings
Outputs • Schedule management plan
Inputs • Schedule management plan • Scope baseline • Enterprise environmental factors • Organizational process assets
Process group
Planning
Knowledge Area
Project Time Management
PMBOK Guide
Ch 6.2, Pg. 149
Tools & Techniques • Decomposition • Rolling wave planning • Expert judgment
Outputs • Activity list • Activity attributes • Milestone list
Inputs • Schedule management plan • Activity list • Activity attributes • Milestone list • Project scope statement • Enterprise environmental factors • Organizational process assets Process group
Planning
Knowledge Area
Project Time Management
PMBOK Guide
Ch 6.3, Pg. 153
Tools & Techniques • Precedence diagramming method • Dependency determination • Leads and lags
Outputs • Project schedule network diagrams • Project documents updates
Inputs • Schedule management plan • Activity list • Activity attributes • Resource calendars • Risk register • Activity cost estimates • Enterprise environmental factors • Organizational process assets Process group
Planning
Knowledge Area
Project Time Management
PMBOK Guide
Ch 6.4, Pg. 160
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
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 Process group
Planning
Knowledge Area
Project Time Management
PMBOK Guide
Ch 6.5, Pg. 165
Tools & Techniques • Expert judgment • Analogous estimating • Parametric estimating • Three-point estimating • Group decision making techniques • Reserve analysis
Outputs • Activity duration estimates • Project documents updates
Inputs
Process group
Knowledge Area
PMBOK Guide
• 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 Planning environmental factors Project Time • Organizational Management process assets Ch 6.6, Pg. 172
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
Process group
Monitoring and controlling
Knowledge Area
Project Time Management
PMBOK Guide
Ch 6.7, Pg. 185
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
Human Resource
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 Funding Limit Reconciliation – Making sure budget is in line with funding availability
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%
Budget Estimate
-10% to +10%
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
Actual Cost – Money spent for a given period of time - AC
Cost Variance – Difference between planned and actual expenses 𝐶𝑉 = 𝐸𝑉 − 𝐴𝐶
+ -
Over budget Under budget
Schedule Variance – Difference planned schedule and actual schedule S𝑉 = 𝐸𝑉 − 𝑃𝑉
+ -
Behind schedule Ahead of schedule
Cost Performance Index – Rate of project performance meeting cost expectations 𝐶𝑃𝐼 = 𝐸𝑉/𝐴𝐶
Above 1 Below 1
Good Bad
Above 1 Below 1
Good Bad
Cumulative CPI – CPI measured from the beginning for the project. Used in forecasting 𝐶𝑃𝐼𝐶 = 𝐸𝑉 𝑐 /𝐴𝐶 𝑐 Schedule Performance Index – Rate of project performance meeting schedule expectations 𝑆𝑃𝐼 = 𝐸𝑉/𝑃𝑉
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 𝐵𝐴𝐶 − 𝐸𝑉 𝑇𝐶𝑃𝐼 = (𝐵𝐴𝐶 − 𝐴𝐶)
Above 1 Below 1
BAD GOOD
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
Process group
Planning
Knowledge Area
Project Cost Management
PMBOK Guide
Ch 7.1, Pg. 195
Tools & Techniques • Expert judgment • Analytical techniques • Meetings
Outputs • Cost management plan
Inputs • Cost management plan • Human resource management plan • Scope baseline • Project schedule • Risk register • Enterprise environmental factors • Organizational process assets
Process group
Planning
Knowledge Area
Project Cost Management
PMBOK Guide
Ch 7.2, Pg. 200
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
Inputs • Cost management plan • Scope baseline • Activity cost estimates • Basis of estimates • Project schedule • Resource calendars • Risk register • Agreements • Organizational process assets Process group
Planning
Knowledge Area
Project Cost Management
PMBOK Guide
Ch 7.3, Pg. 208
Tools & Techniques • Cost aggregation • Reserve analysis • Expert judgment • Historical relationships • Funding limit reconciliation
Outputs • Cost baseline • Project funding requirements • Project documents updates
Inputs • Project management plan • Project funding requirements • Work performance data • Organizational process assets
Process group
Monitoring and Controlling
Knowledge Area
Project Cost Management
PMBOK Guide
Ch 7.4, Pg. 215
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
Human Resource
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
Gold Plating – Adding additional features or functionality
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
Process group
Planning
Knowledge Area
Project Quality Management
PMBOK Guide
Ch 8.1, Pg. 232
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
Inputs
Tools & Techniques
• Quality management plan • Process improvement plan • Quality metrics • Quality control measures • Project documents
Process group
Executing
Knowledge Area
Project Quality Management
PMBOK Guide
Ch 8.2, Pg. 243
• Quality management and control tools • Quality audits • Process analysis
Outputs • Change requests • Project management plan updates • Project document updates • Organizational process assets updates
Quality Assurance is primarily concerned with processes and procedures
Inputs
Tools & Techniques
• Project management plan • Quality metrics • Quality checklists • Work performance data • Approved change requests • Deliverables • Project documents • Organizational process assets
Process group
Monitoring and controlling
Knowledge Area
Project Quality Management
PMBOK Guide
Ch 8.3, Pg. 249
• 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
Control Quality is primarily concerned with project deliverables
Human Resource
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
Text Oriented – Similar to a job description
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 Withdrawal – avoiding problem or waiting for someone else to resolve it
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
Process group
Planning
Knowledge Area
Human Resource Management
PMBOK Guide
Ch 9.1, Pg. 258
Tools & Techniques
• Organizational charts and position descriptions • Networking • Organizational theory • Expert judgment • Meetings
Outputs
• Human resource management plan
Inputs
Tools & Techniques
• Human resource management plan • Enterprise environmental factors • Organizational process assets
Process group
Executing
Knowledge Area
Human Resource Management
PMBOK Guide
Ch 9.2, Pg. 267
Outputs
• Pre-assignment • Negotiation • Acquisition • Virtual teams • Multi-criteria decision analysis
*Acquire Project Team is an executing process
• Project staff assignments • Resource calendars • Project management plan updates
Inputs • Human resource management plan • Project staff assignments • Resource calendars
Process group
Executing
Knowledge Area
Human Resource Management
PMBOK Guide
Ch 9.3, Pg. 273
Tools & Techniques • Interpersonal skills • Training • Team-building activated • Ground rules • Colocation • Recognition and rewards • Personnel assessment tools
Outputs • Team performance assessments • Enterprise environmental factors
Inputs • Human resource management plan • Project staff assignments • Team performance assessments • Issue log • Work performance reports • Organizational process assets Process group
Executing
Knowledge Area
Human Resource Management
PMBOK Guide
Ch 9.4, Pg. 279
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
Human Resource
90% of a project managers time is spent communicating Communication Channels =
𝑛∗ 𝑛−1 2
Performance 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
Process group
Planning
Knowledge Area
Project Communications Management
PMBOK Guide
Ch 10.1, Pg. 289
Tools & Techniques • Communication requirements analysis • Communication technology • Communication models • Communication methods • Meetings
Outputs • Communications management plan • Project documents updates
Inputs • Communications management plan • Work performance reports • Enterprise environmental factors • Organizational process assets
Process group
Executing
Knowledge Area
Project Communications Management
PMBOK Guide
Ch 10.2, Pg. 297
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
Inputs • Project management plan • Project communications • Issue log • Work performance data • Organizational process assets
Process group
Monitoring and controlling
Knowledge Area
Project Communications Management
PMBOK Guide
Ch 10.3, Pg. 303
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
Human Resource
1. Plan Risk Management 2. Identify Risks 3. Perform Qualitative Analysis 4. Perform Quantitative Analysis 5. Plan Risk Response 6. Control Risks
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 Risk Owner – Risks and response plans can be assigned to team members
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
Process group
Planning
Knowledge Area
Project Risk Management
PMBOK Guide
Ch 11.1, Pg. 313
Tools & Techniques • Analytical techniques • Expert judgment • Meetings
Outputs • Risk management plan
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
Process group
Planning
Knowledge Area
Project Risk Management
PMBOK Guide
Ch 11.2, Pg. 319
Tools & Techniques • Documentation reviews • Information gathering techniques • Checklist analysis • Assumptions analysis • Diagramming techniques • SWOT analysis • Expert judgment
Outputs • Risk register
Inputs • Risk management plan • Scope baseline • Risk register • Enterprise environmental factors • Organizational process assets
Process group
Planning
Knowledge Area
Project Risk Management
PMBOK Guide
Ch 11.3, Pg. 328
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
Inputs • Risk management plan • Cost management plan • Schedule management plan • Risk register • Enterprise environmental factors • Organizational process assets Process group
Planning
Knowledge Area
Project Risk Management
PMBOK Guide
Ch 11.4, Pg. 334
Tools & Techniques • Data gathering and representation techniques • Quantitative risk analysis and modeling techniques • Expert judgment
Outputs • Project documents updates
Inputs
• Risk management plan • Risk register
Process group
Planning
Knowledge Area
Project Risk Management
PMBOK Guide
Ch 11.5, Pg. 342
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
Inputs
• Project management plan • Risk register • Work performance data • Work performance reports
Process group
Monitoring and Controlling
Knowledge Area
Project Risk Management
PMBOK Guide
Ch 11.6, Pg. 349
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
Human Resource
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 Process group
Planning
Knowledge Area
Project Procurement Management
PMBOK Guide
Ch 12.1, Pg. 358
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
Inputs • Procurement management plan • Procurement documents • Source selection criteria • Seller proposals • Project documents • Make-or-buy decisions • Procurement statement of work • Organizational process assets
Process group
Executing
Knowledge Area
Project Procurement Management
PMBOK Guide
Ch 12.2, Pg. 371
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
Inputs • Project management plan • Procurement documents • Agreements • Approved change requests • Work performance reports • Work performance data Process group
Planning
Knowledge Area
Project Procurement Management
PMBOK Guide
Ch 12.3, Pg. 379
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
Inputs • Project management plan • Procurement documents
Process group
Closing
Knowledge Area
Project Procurement Management
PMBOK Guide
Ch 12.4, Pg. 386
Tools & Techniques • Procurement audits • Procurement negotiations • Records management system
Outputs • Closed procurements • Organizational process asset updates
Human Resource
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
Process group
Initiating
Knowledge Area
Project Stakeholder Management
PMBOK Guide
Ch 13.1, Pg. 393
Tools & Techniques • Stakeholder analysis • Expert judgment • Meetings
Outputs • Stakeholder register
Inputs • Project management plan • Stakeholder register • Enterprise environmental factors • Organizational Process assets
Process group
Planning
Knowledge Area
Project Stakeholder Management
PMBOK Guide
Ch 13.2, Pg. 399
Tools & Techniques • Expert judgment • Meetings • Analytical techniques
Outputs • Stakeholder management plan • Project documents updates
Inputs • Stakeholder management plan • Communications management plan • Change log • Organizational process assets
Process group
Executing
Knowledge Area
Project Stakeholder Management
PMBOK Guide
Ch 13.3, Pg. 404
Tools & Techniques • Communication methods • Interpersonal skills • Management skills
Outputs • Issue log • Change requests • Project management plan updates • Project documents updates • Organizational process assets updates
Inputs
• Project management plan • Issue log • Work performance data • Project documentation
Process group
Monitoring and controlling
Knowledge Area
Project Stakeholder Management
PMBOK Guide
Ch 13.4, Pg. 409
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
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
• Anything external to the project that affects the project
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 Special corporate competencies
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
Common outputs • Work performance data
• Raw data with no analysis applied
• Work performance information
• Data that has been analyzed and processed
• Work performance reports
• Information in report or presentation format
• Change requests
• Corrective action- brings future results in line with plan • Preventative action- avoid a problem • Defect repair
• Updates
• Come from planning, executing, and monitoring and controlling processes
Other terms • Progressive elaboration – project becomes better defined after many cycles • Iterative – Repeats over and over again • Gold plating – Adding more than originally planned • Scope creep – Customer adding more requirements • Triple constraint – time, cost, scope
