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brain dump.

a) Brain dump may consist of the following –

formulas
list of names

mnemonics, doodles, or mindmap(s)

complete names of gurus (you may get questions with wrong first name in the
options, for instance John Juran)

anything that you find difficult to remember

b) Write formulas even if you know them well. It just saves the time to recall them
during the exam and might avoid an occasional confusion
c) Write important things from PMBOK syllabus first, followed by points related to
‘outside areas’ discovered during practice exams. This is because if you are not
able to complete brain-dump in the stipulated time window then you end up leaving out
‘low risk’ points. This is better than leaving out things from syllabus, like formulas. I got
to write only about 65% of my brain-dump during the 13 minutes I got.
d) You don’t need to have a structure to your brain-dump. The goal is to write down
as much of it as possible during the short time window of 10-12minsyou get just before
the exam begins
e) Start creating your brain-dump in the last week leading up to your exam. This
is when you are pretty much done with the studies and grey areas are apparent.
f) ‘Download’ brain-dump on to the scratch paper given to you at Prometric center,
during the 15 minutes window you get to understand exam software interface.
Tip: Make sure you have enough space left on the scratch paper to do actual
calculations after writing brain-dump, because if you ask for another paper Prometric
staff will take away the first one!
Remember that your typical brain-dump is very terse, lot of it would make sense only to
you. Just to illustrate the point, here is my brain dump. You may have to connect dots at
few places to make sense out of it, and this is how it looks. Make sure you create your
own brain dump, which would be most beneficial to you.
Here we go.
Note: This is a crudely formatted one. The reason is because that is how brain dump is.
Jotted in a matter of minutes on a piece of paper. Since even I cannot understand my

I am typing my brain-dump instead of showing a picture of it written on a piece of paper.handwriting well. Earned Value Management ———————– EV = BAC * % complete EV = PV * % complete (any point during project execution) EV=BCWP (budgeted cost of work performed) PV=BCWS (budgeted cost of work scheduled) AC=ACWP (actual cost of work performed) SV = EV-PV > 0 is good SPI = EV/PV > 1 is ahead of schedule CV = EV-AC > 0 is good CPI = EV/AC > 1 is under budget PV = SV/(SPI-1) AC = CV/(CPI-1) —— EAC = AC+bottom-up ETC : when initial estimates are flawed EAC = AC+(BAC-EV) : when ETC is predicted to be done at budgeted rate (ATYPICAL) EAC = BAC/CPI : when ETC is expected at current CPI (typical) EAC = AC+(BAC-EV)/(SPI*CPI) : at current SPI. CPI EAC=BAC-CV ? EAC = AC/%Complete ETC = EAC – AC :assuming work goes as per plan ETC = BAC – EV VAC = BAC – EAC %VAC = VAC/BAC * 100 TCPI = (BAC-EV)/(BAC-AC) : accepting BAC value TCPI = work remaining/funds remaining TCPI = (BAC-EV)/(EAC-AC) : when BAC is not sufficient and EAC is calculated TCPI > 1 is bad ————Expected Monitory value: EMV=Impact*Probability ————Communication channels = N*(N-1)/2 .

N=number of time periods PV = FV/(1+r)^N NPV : higher the better NPV > 0 investment will add value.7% of communication message is contained in words 38% in vocal pitch 55% in body language Albert Mehrabian’s book “Silent Message” ————TEAM stages – Tuckman (Jensen) Ladder forming storming norming performing adjourning Future value & Present value —————————FV = PV (1+r)^N : r=rate of interest. accept the project Internal rate of return. IRR : Bigger the better Benefit Cost Ration. COQ = EFTW+COPQ = POC+PONC Essential first time work Cost of poor quality Price of Conformance Price of non-conformance ————Depreciation/Straight-line depreciation = Asset cost/Useful life Double declining balance = 2x((Asset cost – Accumulated depreciation)/Useful life) ————- . BCR : Bigger the better Payback period: Lesser the better : This is nothing but Breakeven period Payback period=Net investment/Avg annual cash flow ————Probability distribution ———————— PERT: Normal: (O+M*4+P)/6 Triangular: (O+M+P)/3 SD of activity = (P-O)/6 Variance of activity = [SD]squared ————Float/Slack/total slack = LS-ES = LF-EF : =0 for activities on critical path ————Cost Of Quality.

RETURN = Net Income Before Tax (NIBT) *or* Net Income After Tax (NIAT).73% 6 sigma = 99.26% 2 sigma = 95. & ON means ‘/’ Return on Sales.46% 3 sigma = 99. ROS = NI*T/Total Sales Return on Assets.999% 1 SD = 1 sigma ————What Five Strategic Considerations may result in authorization of a project? (MOCkTaiLS – MOCTLS) Market demand Organizational need Customer request Technological advances Legal requirements Social need ————- . ROA = NI*T/Total Assets Retrun on Investment.Rough Order of Magnitude (ROM) -25% to +75% Budget Estimate -10% to +25% DefinitiveEstimates -5% to +10% ————Remember. ROI = NI*T/Total Investment Working Capital = Current Assets – Current Liabilities Discounted cashflow = Cashflow * Discount factor ————Contract related formulas ————————Savings = Target cost – Actual cost Bonus = Savings*Percentage Contract cost = Bonus+Fees Total cost = Actual cost + Contract cost ————Point of total assumption PTA = [(Ceiling Price – Target Price)/Buyer’s Share Ratio] + Target Cost Cost to buy = Initial cost + [#months * (monthly maintenance costs)] lifecycle cost = total cost + maintenance and support cost for lifetime of product ————Normal Distribution ——————1 sigma = 68.

EVA = Net Operating Profit After Tax – Cost of Capital (Revenue – Op. system testing vs integration testing Seven Quality Mgmt and Control tools(NP. ————————————— Paul Hersey/Ken blanchard’s Situational continuum/leadership change leadership style based on maturity of subbordinates/team. S3: Participating. Y. S4: Delegating. Husband and Father Playing Soccer) —————————————————————— . S1: Telling. Exp – Taxes) – (Investment Capital X % Cost of Capital) EVA: Economic Value Add Benefit Measurement – Bigger is better Source Selection = (Weightage X Price) + (Weightage X Quality) ————Types of powers of PM: Legitimate Reward Expert Referent Coersive/Punishment ————Motivational theories ——————— Hertzbergs highgyene-motivation Maslow’s hierarchy of needs McGregor Theory X. S2: Selling. MAP IT) ———————————————— Network diagram PDPC Matrix diagram Affinity diagram Prioritization Metrics Interrelationship digraphs Tree diagram 7 Basic Quality Tools (See See See. / Z(assurance of permanent job position) McClelland’s Need Theory Victor Vroom Expectance theory ——————— Peter Principle=Halo effect ——————— range of variance on a budgetary estimate can be from -10% to +25%.

. >> lose/lose Accommodating: lose/win. Waterman. Jr.Check sheet Control chart Cause-and-effect diagram Histogram Flow chart Pareto chart Scatter diagram type II error – beta risk ACTIVITY ON ARROW/arrow diagramming method McKinsey’s 7S’s – Robert H. and Tom Peters Hard Elements Strategy Structure Systems Soft Elements Shared Values Skills Style Staff 7 reasons of conflicts on projects ———————————schedule project priorities human resources technical opinions and performance trade-offs administrative procedures persnality conflict cost and budget Conflict management style ————————withdraw/avoid compromise smoothen/accomodate collaborating confront/problem solving force Collaborating: win/win. Compromising: win some/lose some.

Joseph Juran:applied the Pareto principle to quality issues “Juran’s Trilogy”: quality planning. permament job offer Genichi Taguchi Design of experiments F. Moore “Delegation means assigning work to the others and giving them authority to do so” Overlapping relationship Sequential relationship Multi-phase relationship Iterative relationship . and quality improvement.Competing: win/lose. and analytical. quality control. amiable. Avoiding: no winners/no losers Test of Normality Paired Comparison Analysis opm3 managemet by objective capability maturity model tqm Merrill and Reid in their employee motivation theory? personality traits: driver. W. Edwards Deming PDCA – along with Shewart Philips Crosby – DIRFT (4 principles) The definition of quality is conformance to requirements (requirements meaning both the product and the customer’s requirements) The system of quality is prevention The performance standard is zero defects (relative to requirements) The measurement of quality is the price of nonconformance Vilfredo Federico Damaso Pareto 80-20 principle Kaoru Ishikawa root-cause diagram: fishbone KJ Diagram () William Ouchi (jap) Theory Z. expressive.C.

Kelley Parkinson’s law is the adage which states that “work expands so as to fill the time available for its completion”. indirect. Level of Effort – EMV effort types marginal analysis lifecycle costing deming’s 14 points? ARMA> zero sum processing issue log shannon-weaver model of communication code of ethics: Respect. Honesty. Fairness >>>> Aspirational and Mandatory direct. Apportioned. Responsibility. fixed.Predictive/plan-driven Iterative and Incremental Adaptive/Agile NPV is defined as: The difference between the present value of cash inflows and the present value of cash outflows. variable costs . critical chain methd by Eliyahu M. Goldratt The critical path method (CPM) is a project modeling technique developed in the late 1950s by Morgan R. Walker (of DuPont) and James E. Student’s syndrom – work is done at the last moment before deadline Group decision making criteria (BINAM) —————————— Brainstorming Idea/mind mapping Nominal technique Affinity diagrams Multi-criteria decision analysis Failure mode and effect analysis – FMEA QFD – quality function deployment (type of Facilitated workshops) Discrete.