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1. The following are common tools and techniques for all the processes in the Project Integration Management knowledge area: • • Project Management Methodology • • Expert Judgment (except Direct and Manage Project Execution) • • PMIS 2. After the Project management plan is developed, it is an input for all successive processes in the Project Integration Management knowledge area. 3. Activity Attributes Updates is a common output for all the processes in the Project Time Management knowledge area except the first process where activity attributes are created. 4. Requested Changes is a common output for all the processes in the Project Cost, Time, Quality & Scope Management knowledge area except the Activity Duration Estimating Process , Quality Planning and Scope Planning 5. There is only one Tool & Technique for Risk Management Planning: Planning meetings and analysis. 6. When the seller selection is based on PRICE, its often called a tender / Bid / Quotation. When the seller selection is based on technical skills / approach, its called a proposal. 7. Recommended Preventive action is used to bring the project into compliance with the project plan. Recommended corrective action is anything that needs to be done to bring the seller in compliance with the terms of the contract. 8. Prevention is keeping errors out of the process. Inspection is keeping errors out of the hands of the customer. 9. Attribute sampling is whether the result conforms or not. In Variables sampling, the result is rated on a continuous scale that measures the degree of conformity. 10. Common causes (AKA random causes) are normal process variations. Special causes are unusual events. 11. Constraints for human resource planning: CEO • Collective bargaining agreements • Economic conditions • Organizational Structure 12. Project Statement of Work describes: BPS • Business Needed • Product Scope Description • Strategic Plan
remember that project calendar is updated in Schedule Development.o Tools and Techniques are same for all the processes. o QC has all the outputs of QA + 6 more outputs. Project Calendar: Talking about calendars. • • • Resource Calendars . instead of process level. o Risk Register is updated in all the processes after its created. Schedule Development and Cost Budgeting o Activity Resource Estimates have Resource calendars as outputs. • • Cost: o Cost Management plan is updated in Cost Estimating process Quality: o Quality Planning creates 3 plans in output and 3 other outputs which start with Quality. Contract and so on. You should remember that it is o Input for Activity Duration Estimates. If you remember this then you will be able to answer many questions in exams. except Develop Project charter has "Project Selection Methods" and Monitoring and Control project work has "Earned value technique". o We recommend that you memorize ITTO for Risk Management process • General Guidelines: This is the best way to address ITTO. Scope Statement . WBS.is input to all the planning processes after its created except o Activity Resources Estimating o HR Planning o Risk Response Planning o Plan Contracting Remember that Scope Statement is updated in Integrated Change control process. Meaning you should know everything that happens with Project Charter. • Project Charter is input for only following: Preliminary Scope Statement Scope Planning Scope Definition.There may be questions in exam asking you about resource calendar. o Remember Inspection appears as TT here and only other place it appears is in Scope verification Risk o First 4 processes have only one output. You should try to memorize it at artifact level. Create WBS and Scope control • WBS and WBS dictionary are inputs to .
• All Monitoring and Control Processes Except ( Integration Management & Manage Stakeholders ) will have following 4 outputs: Requested Changes Recommended Corrective Actions Project Management plan ( Updates) ( Except in Performance Reporting ) Organizational Process Assets ( Updates) • • • • • PAW . Forecasting o Forecasts are outputs of M & C project work and Performance Reporting o Forecasted completion is output of Cost control and input to Performance Reporting o Forecasting is TT for Cost Control Five outputs of Direct and Manage Project Execution are inputs to Quality Assurance namely o Implemented Change requests.Monitor and Control Project work. o Work Performance Information. o Implemented Corrective actions o Implemented Preventive actions o Implemented Defect Repair.o o o o o Scope control Activity Definition Cost Estimating Cost Budgeting Plan Purchases and Acquisitions Remember that Scope Verification only has WBS Dictionary as input not WBS. • • • • • . PAW stands for Performance Reporting. Approved change requests and Work Performance Information.Scope control. The other M & C Processes have two of PAW inputs except ( Integration Management & Manage Stakeholders ) o You can remember this as SCRC has PAW Recommended Preventive Actions: This occurs in only 4 processes . Quality control and Manage project team. Risk Monitoring and Control. Risk Monitoring and control and Contract Administration processes have PAW in Inputs :) .Input to Quality Planning and TT For Cost Estimating. Recommended Defect Repair is output of only two processes o M & C project work o Quality Control Cost of Quality . Cost Control.
• Contract which is output of Select Seller process is input to Contract Administration and Cost budgeting .
Schedule comparison Bar charts. Decomposition ) Schedule Control TT are PS PS PV ( Progress reporting Schedule Change control System. PM software Variance analysis ) Memorize TT For Cost Estimating. Expert Judgment. Tools and techniques used in Risk Identification: a.• Time: o o o o Activity Attributes is updated in all the process except in Activity Definition where it is created. Templates. Remember that this overlaps with Activity Duration Estimate process. CSI (Diagramming techniques) B I R D S: • • • • • Brainstorming Interviewing Root cause identification Delphi technique SWOT Analysis C S I: • • • Cause and Effect Analysis System or Process Flow charts Influence Diagrams . Rolling wave planning. Cost budgeting has Funding Limit Reconciliation as TT which produces output Project funding requirements Cost Management plan is updated in Cost Estimating process • Cost: o o o 5. Memorize TT for Schedule Development Activity Definition TT are PERTD ( Planning component. Performance Measurement. BIRDS (Information Gathering techniques) b.
PIE (Data gathering and representation techniques) b. MEDS (Quantitative risk analysis and modeling) P I E: Probability Distributions Interviewing Expert Judgment MEDS: Modeling and Simulation (E.6. Tools and techniques used in Quantitative Risk Analysis: a. Tools and techniques used in Risk Response Planning: a.g. Strategies for Positive Risks / Threats: SEE • • • Share Enhance Exploit 8. Tools and techniques used in Scope Definition: APES • • • • Alternatives Identification Product Analysis Expert Judgment Stakeholder Analysis Seven basic tools of quality: CCFRHPS .g. Strategies for Negative Risks / Threats: ATM: • • • Avoid Transfer Mitigate b. Monte Carlo Analysis) EMV Analysis Decision tree analysis Sensitivity Analysis (E. Tornado Diagram) 7.
AC EV/ BAC BAC – EAC 10.AC EV . Most Likely. Index 8. Est. At Completion (EAC) (P + 4M + O )/ 6 Pessimistic. PERT 2. Optimistic (P . Variance 4. Schedule Variance 7.Future Variance would be typical EAC . Flow charting Run Chart Histogram Pareto Chart Scatter Diagram Formulae for PMP 1. To Complete Percentage complete 11. Cost Variance 6. Standard Deviation 3. At Completion .Initial Estimates are flawed AC + BAC .Take a Cat Cat-Fish Runs on Horse Pony Stallion Cause and Effect Diagrams.O) / 6 [(P . Est.Future variance are Atypical AC + (BAC . Float or Slack 5.EV -.O)/6 ]squared LS-ES and LF-EF EV . Cost Perf. Var. Sched. Index 9. Perf. AC + ETC -.PV EV / AC EV / PV BAC / CPI.EV) / CPI -. Control Charts.
Definitive Estimate -5% .12. Channels N(N -1)/2 25.AC ) Bigger is better (NPV) FV / (1 + r)^n Bigger is better (IRR) Bigger is better ((BCR or Benefit / Cost) revenue or payback VS.0 is good because it indicates the efficiency to complete is less than planned.73% Sigma σ 6σ = 99. To Complete Performance Index TCPI Values for the TCPI index of less then 1.99985% Net Income Before Taxes (NEBT) / Total Sales OR • Return on Sales ( ROS ) Net Income After Taxes ( NEAT ) / Total Sales NEBT / Total Assets OR Return on Assets( ROA ) NEAT / Total Assets NEBT / Total Investment OR Return on Investment ( ROI ) Working Capital NEAT / Total Investment Current Assets . How efficient must the project team be to complete the remaining work with the remaining money? ( BAC – EV ) / ( BAC .Target Price)/buyer's Share Ratio) + Target Cost • 1σ = 68. Annual cash flow.27% • 2σ = 95.45% • 3σ = 99. BCWS PV 19.Current Liabilities . ACWP AC 21.+10% 24. cost) Or PV or Revenue / PV of Cost Less is better 13. Expected Monetary Value Probability * Impact 26. Benefit Cost Ratio 17.+75% (-50 to +100% PMBOK) 22. Budget Estimate -10% . Payback Period Net Investment / Avg. Present Value PV 15.+25% 23. BCWP EV 20. Order of Magnitude Estimate -25% . Point of Total Assumption (PTA) ((Ceiling Price . Comm. Net Present Value 14. 18. Internal Rate of Return 16.
Discounted Cash Flow Cash Flow X Discount Factor Savings = Target Cost – Actual Cost Bonus = Savings x Percentage Contract related formulas Contract Cost = Bonus + Fees Total Cost = Actual Cost + Contract Cost .
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