PMP Exam Brain Dump/Cheat Sheet (PMBOK version 4)

Dana Safford, PMP

Updated 6 FEB 13

This document contains the procedure to recreate the good connotation of a Brain Dump/Cheat Sheet that I used
for the PMP test. This version covering the PMBOK v4 contains updates from the earlier versions for the
PMBOK v3 and v2000 tests.
This document includes step-by-step instructions to create each section. The purpose of this document is to help
you to dump this memorized information onto one of the scrap papers prior to starting the exam.

Every time you sit down to study, start by recreating your Brain Dump/Cheat Sheet. Youll see how much
you remember and find that you will remember more each time. Ill guarantee you that I did well over 50 or 60
trials before I was able to consistently reproduce the page every time. Even when I mastered the page, I still
practiced again for several days before the test (including the morning of the test).

Table of Contents:
Page
Introduction 1
Completed Brain Dump/Cheat Sheet 2
Pneumonics 3
Brain Dump Instructions 4
Tracking Your Marked Question Count 13

The Pneumonics section is there to help you remember the starting letters of the information in the process
matrix. The pneumonics dont have to make sense. In fact, I find the nonsensical ones easier to remember. You
can come up with whatever pneumonics and tricks work for you.

While I make no guarantees that this will work for you or that there are no errors. I can guarantee that this Brain
Dump worked for me and many others I coached. I hope this helps you find something to work for you.

Good luck!
Dana Safford, PMP

Copyright 2013, Dana Safford, All Rights Reserved

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CV = EV AC AC = ACWP PG Monitoring &
Init Planning Executing Closing
SV = EV PV PV = BCWS KA Controlling
CPI = EV / AC EV = BCWP 1 2
SPI = EV / PV Int Mgt D P Charter D Proj Mgt Plan D & M Proj Exec M & C Proj Work Close P roj/Pha
BR = AC / EV Perform Int C C
3 2
EAC = (AC / EV) BAC good Collect Reqs Ver Scope
EAC = BAC / CPI good Scope X X X
Def Scope Cont Scope
EAC = AC + (BAC EV) typ/ Create WBS
CPI cont 5
ETC = (BAC EV) typ/cont Def Act
Seq Act
CPI Time X
Est Act Res
X Cont Sched X
ETC = (BAC EV) atyp/nocont Est Act Dur
EAC = AC + (BAC EV) atyp/ Dev Sched
Nocont 2
EAC = AC + (BAC EV) Index Cost X Est Cost X Cont Cost X
Dev Bud
(CPI x SPI) effect 1
TCPI = (BAC-EV) Quality X Perf Qual Ass Perf Qual Cont X
Plan Qual
(BAC-AC) 3
EAC = AC+ ETC flaw HR X
1 Acq Proj Team
X X
VAC = BAC - EAC Dev H R Plan Dev Proj Team
Man Proj Team
CV% = CV / EV x 100 1 2
Comm Id Stakehold Dev Comm Plan Dist Info Rep Perf X
SV% = SV / PV x 100 Man Stakehold
% Complete = (EV / BAC) x 100 5
% Spent = (AC / BAC) x 100 Plan Risk Mgt
Id Risk
Risk X X Mon & Cont Risk X
3-Point estimate =
O+M+P Perf Qual Anal
3 Perf Quant Anal
Plan Risk Resp
PERT = O + 4M + P 1
6 Procure X Plan Proc Conduct Proc Admin Proc Close Proc

SD of Task = P - O
6 Schedule W S C C F =Risks=
=Conflict types= W S Technology
SIGMA 1 = 68.26% Priorities S S R Performance
2 = 95.46% Resources C R R
3 = 99.73%
External
Technical Opinion C R Quality
6 = 99.99%
F S Organization
PV = FV FV = PV(1 + i)n Proj Mgt
(1 + i)n Scope
COMM = N(N - 1)
2
Rough (Magnitude) estimate: -25% -> +75%
Budget estimate: -10% -> +25%
Definitive estimate: - 5% -> +10%
Achievement theory: Motivated by achievement, power, & affiliation
Contingency theory: Motivated by competency, will continue after competency
Expectancy theory: Expectation drives motivation
Hygiene Theory: The work environment pay, benefits, relationships are dissatisfiers
Herzberg: Motivators are work itself
Maslow: physiological, safety, social, self-esteem, self-actualization
McGregor: X-lazy (sad face) top-down, Y-eager (smiley face)
-------
Crosby: Do it right 1st time. 0 defects, Prevention Over Inspection, Price for Non-Conformance, Conformance To Requirements
Deming: 85% management, Plan Do - Check Act, SPC Statistical Process Control
Juran: Trilogy Q improvement, Q Planning, Q Control || Fitness of work, Qual is not free, Qual circles
Taguchi: Prevention build quality into product

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Pneumonics:
Process Group: Syrup of IPECC

Knowledge Area: I See The Chic Queen Hurl Cake Right Proper

Integration: Did Peter Crash, Did Peter Munch Pickles, Do Maintain Peters Emporium, My Can Peter Work, Perhaps I
Change Control, & Close Projects

Scope: Collect Dynamite With Virtual Control

Time: Democrats Sequence Republicans Dutifully During Sunday Chocolate Service

Cost: Everybody Could Bolster Cold Climate Control

Quality: P Q P Q A P Q C

HR: Did His Royal Pants Acquire the Project Team? The Project Terror Manages the Project Team

Comm: I Should Develop Comm Plan Distribution Info. Might Stakeholders Report Please.

Risk: [Vertically do RRQQRR, then] People Really Must Id Risk P Q Anals P Q Anal P RR Most Curiously R

Procurement: Please Pick Contract Procurement At Proper Central Points

Conflict types: S=C=PRT

Risk Box: =Risk= Types Probably Equate to Quality Organization Pretty Soon
Conflict Resolution: Withdrawal, Smoothing, Compromising, Confronting, Forcing ||| Stalemate & Resolution
Sources of Power: =P=REF RaP

Motivation: All Cake Eaters Help Hold My Macaroons

Quality People: Crosby, Deming, Juran, Taguchi

Dana Safford, PMP Page 3 Updated: 6 FEB 13

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Part A: Process Group and Knowledge Area Matrix Step 1: In the upper right corner of
PG Mon & the sheet, draw a rough 6 column
KA Init Plan Exec Cont Close
by 10 row grid.
Integ

Scope X X X
Step 2: Fill-in the process Group
and Knowledge Area titles. Use
Time X X X the pneumonics if you need to.

Cost X X X Step 3: Fill in negative space with

X (cells with no processes).
Qual X X
From the top of Closing, drop
HR X X X down one and X 7in a row.
From top of Executing drop
Comm X
one and X 3 in a row, skip 3
Risk X X X in a row, and X one more.
In Controlling, theres only one
Proc X X. Its four up from the bottom
In Initiating, X out all except
Integration Mgt &
Communications Mgt.

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Step 4:
Lets get ready to fill-in the processes.
Most of the non-blocked cells will hold a single process. The most multi-entry cells are in the Planning column.
Youll notice a number in the upper-right corner of the cells in the Planning column and a single cell in each of
the Executing and Controlling columns. These numbers tell you the number of process in that cell. Any cell
without a number or an X holds a single process.

PG Mon &
KA Init Plan Exec Cont Close
1 2
Integ
3 2
Scope X X X
5
Time X X X
2
Cost X X X
1
Qual X X
1 3
HR X X X
1 2
Comm X
5
Risk X X X
1
Proc X

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Step 5:
Fill in the processes.
To help with the first letter for each process, use the pneumonics (from page 3) for each row.

PG Monitoring &
KA Init Planning Executing Closing
Controlling
1 2
Int Mgt D P Charter D P Mgt Plan D & M Proj Exec M & C Proj Work Close P roj/Pha
Perform Int C C
3 2
Collect Reqs Ver Scope
Scope X X X
Def Scope Cont Scope
Create WBS
5
Def Act
Seq Act
Time X X Cont Sched X
Est Act Res
Est Act Dur
Dev Sched
2
Cost X Est Cost X Cont Cost X
Dev Bud
1
Quality X Perf Qual Ass Perf Qual Cont X
Plan Qual
3
1 Acq Proj Team
HR X X X
Dev H R Plan Dev Proj Team
Man Proj Team
1 2
Comm Id Stakehold Dev Comm Plan Dist Info Rep Perf X
Man Stakehold
5
Plan Risk Mgt
Id Risk
Risk X X Mon & Cont Risk X
Perf Qual Anal
Perf Quant Anal
Plan Risk Resp
1
Procure X Plan Proc Conduct Proc Admin Proc Close Proc

You successfully completed the matrix. Now, just practice until you can do it quickly.

Dana Safford, PMP Page 6 Updated: 6 FEB 13

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Part B: Earned Value Formulas
Step 1: Starting at the upper-left corner of the page, write down each value (Cost Variance, Schedule Variance,
Cost Performance Index, Schedule Performance Index, Burn Rate, Estimate At Completion (6 different
formulas), To Complete Performance Index, Value At Completion, Estimate To Complete). Leave the extra
spaces between some of the values as you see below.

CV
SV
CPI
SPI
BR
EAC
EAC
EAC

ETC

ETC
EAC
EAC

TCPI

EAC
VAC
CV%
SV%
% Complete
%Spent

Step 2: Fill in the equal sign and EV

CV=EV
SV=EV
CPI=EV
SPI=EV

Step 3: Fill in the operands. Two minus (-) and two divide ()
CV=EV-
SV=EV-
CPI=EV or /
SPI=EV or /

Step 4: Fill in the last variable. AC, PV, AC, PV

CV=EV-AC
SV=EV-PV
CPI=EV / AC
SPI=EV / PV

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Step 5: Because you need to know both ways (old & new) to represent these variables, between the formulas
you just entered and the Process Matrix, enter these:
AC = ACWP
PV = BCWS
EV = BCWP

The AC formula is easy because it has the AC in it. The dashed line with the arrows is meant to remind you
that the letter P will occur only once in each formula. So, of the remaining two formulas, PV cannot have
another P.

Step 6: Before we start the next group, I need to provide a short explanation. In this group, youll see five
versions of the Estimate At Completion (EAC) formula. All these are listed because you dont know what data
will be provided with any given question. Since all five versions are listed here, you wont have to do the
algebra (remember the 7th grade?) required to change the formulas around to fit the question circumstances. You
should expect to see several of these Earned Value questions.

OK, so, below youll see the first two versions of the EAC formula are new. They are from Harold Kerzners
Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Ninth Edition. As
mentioned above, they are here just in case the data in your question matches the formula. The other three
versions are right out of the PMBOK. They display a good label because you use these when the project is
going well.

Note: Version 4 of the PMBOK Guide no longer explicitly describes the Estimate To Completion (ETC)
formulas. Instead, they refer to the ETC concept as an aspect of forecasting. Just in case they are needed,
I chose to leave the ETC formulas on this brain dump. If you choose, you can structure your brain dump
without them.

The EAC and ETC formulas sporting a ntyp/nocont notation flags you to use this version when the current
reports are NOT typical and future reports are NOT expected to continue in the same manner. Similarly, the
EAC and ETC formulas showing a typ/cont notation after it identifies this version should be used when the
current reports are typical for a project and future reports are expected to continue in the same manner. You
use the version labeled flaw when the initial estimates are found to be flawed and new estimates are required.

Now lets enter the formulas. These are different enough that you should just enter the whole formula at once;
but there is a technique (or a flow) to the order of the list. There is a progression of terms through this grouping.
Starting with the BR (Burn Rate) formula, which is AC/EV, youll notice that AC/EV is the first group in the 1st
EAC formula. Next notice the BAC term in the 1st EAC formula appears in the 2nd EAC formula, and /CPI
term from the 2nd EAC formula, also appears in the 3rd EACG formula. Youll also notice that (BAC EV) is a
term in the next four formulas either AC or BAC is the first term in this group of formulas. You may notice a
few other progressions.

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So now, fill in the forecasting formulas. Make sure you apply the labels correctly. In this typed version of the brain dump,
I could not apply the atyp/nocont, typ/cont, and both Indexes Effect labels completely on the same line and keep the
formatting clean. You may be able to keep them on the same line as the numerator of the equation.

BR = AC / EV
EAC = (AC / EV) BAC good
EAC = BAC / CPI good
EAC = AC + (BAC EV) typ/
CPI cont
ETC = (BAC EV) typ/cont
CPI
ETC = (BAC EV) atyp/nocont
EAC = AC + (BAC EV) atyp/
nocont
EAC = AC + (BAC EV) index
(CPI x SPI) effect
TCPI = (BAC EV)
(BAC AC)
EAC = AC+ ETC flaw
VAC = BAC - EAC

Step 7: Next fill-in the % Complete formulas.

CV% = CV / EV x 100
SV% = SV / PV x 100
% Complete = (EV / BAC) x 100
% Spent = (AC / BAC) x 100

Part C: Other Formulas

You will see questions that rely on these formulas and thresholds, so they go on the sheet too.

3-Point e(t) = O + M + P
3

PERT = O + 4ML + P
6

SD of Task = P - O
6

SIGMA 1 = 68.26%
2 = 95.46%
3 = 99.73%
6 = 99.99%

PV = FV FV = PV(1 + i)n
(1 + i)n

COMM = N(N - 1)
2

Rough (Magnitude) estimate: -25% -> +75%

Budget estimate: -10% -> +25%
Definitive estimate: - 5% -> +10%

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Part D: Conflict Grids
Using the Conflict Type pneumonic, reproduce the Conflict Types box. The equal signs on either side of the
word Conflict types helps to identify it as the title (while allowing the C to appear in the middle of the
pneumonic.

Schedule
=Conflict Types=
Priorities
Resources
Technical Opinion

I liked the following Conflict Resolution Grid so much, I borrowed it from another PMP. I havent seen this
elsewhere, but it is supposedly based on reading an excerpt from Human Factors in Project Management:
Handling Conflict.

Step 1:
Create a 6 x 6 grid with each Conflict Resolution Scenario as the column and row titles. Remember several of
these have more than one name. For this version, we use Withdrawal, Smoothing, Compromising,
Confronting, Forcing (Note: the 2 Cs are in alphabetic order)

W S C C F
W
S
C
C
F

Step 2:
Now we fill-in the Resolution Outcomes. For this version, we use Stalemate, Resolution (win/win), and arrows
that point toward the winning party (the X or the Y, or the Columns Party or the Rows Party whichever
you prefer.
Fill-in the Stalemates with an S. All of these are along the diagonal. Top left 2 and bottom right 1.

W S C C F
W S
S S
C
C
F S

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Step 3:
Fill in the Resolutions in the remainder of the diagonal, then up 1 and left 1, from the center (for a total of 4
Rs).

W S C C F
W S
S S R
C R R
C R
F S

Step 4: Fill in the rest. Arrows indicate who wins. Everything above the diagonal points up (to the Columns
Party as the winner. Everything below the diagonal points left, to the Rows Party as the winner.
W S C C F
W S
S S R
C R R
C R
F S

Part E: Risk Types

Using the Risk Type pneumonic, reproduce the Risk Types box. The equal signs on either side of the word
Risk helps to identify it as the title (while allowing the R to appear in the middle of the pneumonic.

=Risks=
Technology
Performance
External
Quality
Organization
Proj Mgt
Scope

Part F: Sources of Power

Using the pneumonics, fill-in the Sources Of Power box. Note the line at the halfway point.

=Power=
Reward
Expert PMBoK Best
Formal PM Inherent
Penalty
Reward

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Part G: Network Diagramming:
Kim Heldmans networking aide is very helpful. I split it in half and aligned it horizontally to fit, side-by-side,
in the space below the conflict resolution grid.

The aide shows the attributes of each style of diagramming:

The Precedence Diagramming Method (PDM) is also called Arrow On Node (AON) and they use ONLY
One Time Estimate.
The Arrow Diagramming Method (ADM) is also call Activity On Arrow (AON) and they can use MORE
than one time estimate.

Note: Version 4 of the PMBOK Guide no longer explicitly describes the ADM method. Just in case, I
chose to leave the graphic on this brain dump. If you choose, you can structure your brain dump without
it.

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Part H: Motivational & QualityInformation
Step 1: Using the pneumonics, fill-in the first letter of the Motivational and Quality information.

A
C
E
H
H
M
M
-----
C
D
J
T

Step 2
Then go back to each letter and fill in the rest of the line from memory.

Achievement theory: Motivated by achievement, power, & affiliation

Contingency theory: Motivated by competency, will continue after competency
Expectancy theory: Expectation drives motivation
Hygiene Theory: The work environment pay, benefits, relationships are dissatisfiers
Herzberg: Motivators are work itself
Maslow: physiological, safety, social, self-esteem, self-actualization
McGregor: X-lazy (sad face) top-down, Y-eager (smiley face)
-------
Crosby: Do it right 1st time. 0 defects, Prevention Over Inspection, Price for Non-Conformance, Conformance To
Requirements
Deming: 85% management, Plan Do - Check Act, SPC Statistical Process Control
Juran: Trilogy Q improvement, Q Planning, Q Control || Fitness of work, Qual is not free, Qual circles,
Taguchi: Prevention build quality into product,

Dana Safford, PMP Page 13 Updated: 6 FEB 13

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Tracking Your Marked Question Count:
69
2 Step 1: At the top-left corner of another sheet of blank scratch paper, write a 2, then draw a
3 horizontal line about half an inch or so down from the top.
4
Step 2: Below the line you just drew, write a 3, then draw another horizontal line about
half an inch or so down from the first line.
Step 3: Continue with the number 4 and finish with another horizontal line. The whole
thing should only take-up about 2 inches or so.
Step 4: In the upper right-hand corner write the number 69.

OK, so why do this? The technique below allows you to approximate how many responses you think you have a
good chance of getting correct and how many you may not (or are unsure about). From your studies, you know
you must correctly answer 106 of 175 real questions and 25 questions are trial questions; for a total of 200
questions. The problem is you have no way of knowing the trial questions from the real ones. So, in effect you
need to be VERY sure of your answers for at least 131 questions (106 + 25) and be unsure of a maximum of 69
questions (200 - 131).

Heres how you keep track.

As you know, the test allows you to mark questions you are unsure about and, if theres time, go back to them.
To mark a question, you place a check mark in a box in the upper-right corner of the question screen. The test
engine can display a list of all your marked questions. To go back to a question, you click its number in the
list.

OK, so which questions do you go back to and attempt to improve your score? Heres a good method to select
the questions to review. Each question has four possible answers. Normally, one is obviously wrong. However,
the rest of them may be partially correct. You need to select the answer that is the most correct in the manner
that the PMI wants. It is not always easy. Heres what to do when you are not sure.

When you come to a question that you have no clue whether any of the 4 answers is correct, select your best
guess. Theres a 25% chance youll get it right. Next, check that marking box in the upper-right corner of the
screen and (with your pencil) add the question number (and a comma) in the area of the scratch paper you just
created labeled 4, then move on to the next question.

When you come to a question where you can definitely eliminate one answer, but cant determine the best
choice from the remaining three, select your best guess. Theres a 33% chance youll get it right. Next, check
that marking box in the upper-right corner of the screen and (with your pencil) add the question number (and a
comma) in the area of the scratch paper you just created labeled 3, then move on to the next question.

Similarly, when you come to a question where you can definitely eliminate two answers, but cant determine
the best choice from the remaining two, select your best guess. Theres a 50% chance youll get it right. Next,
check that marking box in the upper-right corner of the screen and (with your pencil) add the question number
(and a comma) in the area of the scrap paper you just created labeled 2, then move on to the next question.

There is no need to mark questions you are pretty sure you selected the correct answer.

Keep on going until you finish all 200 questions. Now count the number of entries in those numbered rows on
the scratch paper. This is the number of questions you are unsure about. Remember that 69 you placed in the
upper-right corner of the scratch paper? Compare your number of unsure responses to the 69. To give
yourself a buffer, you want to be as far below 69 as you can.
Dana Safford, PMP Page 14 Updated: 6 FEB 13
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To improve your chances, youll need to go back and look at those marked questions. Start with the ones listed
on the 2 line. Reference the question numbers from the 2 row one-at-a-time and use the marked question list
on the screen to select the question. Attempt to validate that you selected the correct answer. That will improve
your chances of validating you already have the most correct answer selected. If you can remove a question
number from the 2 row, or elevate a question from the 4 row to the 3 row, great! Instead of erasing the
question number from the sheet, just draw a line through it (you might have time to go back to it again). For the
2 row only, dont forget to decrease the total number of unsure questions.

When you finish the 2 row, start on the 3 row. Reference the question numbers one-at-a-time and use the
marked question list on the screen to select the question. Attempt to eliminate the most wrong of the two
remaining potential correct answers.

If there is time, continue on to the 4 row. Reference the question numbers one-at-a-time and use the marked
question list on the screen to select the question. Attempt to eliminate the most wrong of the three answers. If
there is time, continue until diminishing returns sets in and you find you are not changing anything. Unless you
can totally remove the question from unsure rows 3 & 4, dont decrement you unsure question count.
Remember, you want that unsure question count to be as low as possible.

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