Determine budget—Aggregating 2. Close procurements—Completing . Configuration management
estimated costs of individual activities to Monitoring and Controlling each procurement, including resolution system—Subsystem of PMIS; process establish cost baseline. Process Group of open items, and closing each pro- for submitting proposed changes, 12. Plan quality—Identifying relevant quality Monitors progress to identify variances from the curement relevant to project or project tracking systems for reviewing and standards and determining how to project management plan so corrective action phase. approving changes, defining approval satisfy them. can be taken to meet project objectives. The levels for changes, and validating 13. Develop human resource plan— following ten processes are included: Project Management approved changes. Identifying and documenting project roles, 1. Monitor and control project work— Knowledge Areas . Change control system—Subsystem of configuration management system; PMP Cram Sheet responsibilities, and reporting relationships. Collecting, measuring, and disseminating Not all project management knowledge documented procedures defining how 14. Plan communications—Determining performance information and assessing areas apply to all projects or project phases. stakeholder communication needs. project deliverables and documentation measurements and trends to affect Knowledge areas can interact and overlap. are controlled, changed, and approved. This Cram Sheet contains distilled, key facts about the PMP Exam. 15. Plan risk management—Deciding how to process improvements. Includes risk All 42 project management processes are approach, plan, and execute risk manage- monitoring to ensure risks are identified . Closure procedures—The two types contained within the nine project manage- are administrative (documents all activi- ment activities. early, their statuses reported, and risk ment knowledge areas: ties for executing administrative closure Project Management Framework 2. Identify stakeholders—Documents all 16. Identify risks—Determining which risks plans executed. Monitoring includes status of the people or organizations that have reporting, progress measurement, and 1. Integration Management for project, including lessons learned) 1. Project—Temporary endeavor might affect the project and documenting and procurement (documents all an interest in the outcome of the project their characteristics. forecasting. 2. Scope Management undertaken to create a unique product, and their level of interest, impact, and activities for executing closure of any 17. Perform qualitative risk analysis— 2. Perform integrated change control— 3. Time Management service, or result. involvement. project contracts). Prioritizing risks for subsequent further Ensure changes are beneficial; determine 4. Cost Management 2. Progressive elaboration—Developing whether a change has occurred; and . Earned value technique (EVT)— in steps and continuing by increments; analysis by assessing and combining their 5. Quality Management Measures project performance moving it’s a characteristic of projects. Planning Process Group probabilities of occurrence and impacts. manage approved changes, including 6. Human resource Management when they occur. Performed throughout through project life cycle; a forecast- 3. Project life cycle—Phases that connect Defines objectives and plans course of action 18. Perform quantitative risk analysis— project life cycle. 7. Communications Management ing tool that uses past performance to the beginning of a project to its end; required to meet objectives and project scope. Numerically analyzing the effect on project predict future performance. 3. Verify scope—Acceptance of completed 8. Risk Management project life cycle phases are not the same Facilitates project planning across process objectives of identified risks. project deliverables. 9. Procurement Management as project management processes. groups. The 20 processes are 19. Plan risk responses—Developing options Project Scope Management to enhance opportunities and reduce 4. Control scope—Controlling changes to 4. Level of uncertainty—This is highest, 1. Develop project management plan— project scope. Project Integration The five processes occurring in two project and risk of failure is greatest, at the start Primary source for how project is planned, threats to project objectives. of a project. executed, monitored, controlled, and 20. Plan procurements—Documenting 5. Control schedule—Controlling changes to Management management process groups (planning, and project schedule. monitoring and controlling) are 5. Ability of stakeholders to influence closed. It’s an iterative and ongoing products, services, and results require- The six processes occurring in every project process often resulting in changes to the ments and identifying potential sellers. 6. Control costs—Influencing factors that management process group are 1. Collect requirements project—This is highest at the start and project management plan. This progressive create variances and controlling changes 2. Define scope gets progressively lower as the project 1. Develop project charter to project budget. continues. detailing is called rolling wave planning. Executing Process Group 2. Develop project management plan 3. Create WBS 2. Collect requirements—Documenting the 7. Perform quality control—Monitoring 4. Verify scope 6. Cost of changes and correcting errors— Integrates resources to carry out project stakeholders’ needs to meet the project project results to determine compliance 3. Direct and manage project execution These increase as the project continues. management plan. These eight processes are 5. Control scope objectives. with quality standards and identifying ways 4. Monitor and control project work 1. Direct and manage project execution— to eliminate unsatisfactory performance. 5. Perform integrate change control . Decomposition—Subdivision of project Project Management Process 3. Define scope—Developing a detailed Directing technical and organization 8. Report performance—Collecting and deliverables into small, more manage- Groups project scope. 6. Close project or phase interfaces to execute work defined in distributing performance information, able components until work and deliver- 4. Create WBS—Subdividing major project project management plan. . Project statement of work (SOW)— ables are defined to work package level. Not all project management processes apply to including status reporting, progress deliverables and project work into smaller, A narrative description of products or all projects or project phases. Process groups 2. Perform quality assurance—Applying measurement, and forecasting. . Work package—Lowest level of WBS; more manageable components. services to be supplied by project. can overlap and interact. Forty-two project planned, systematic quality activities to 9. Monitor and control risks—Tracking cost and schedule can be reliably 5. Define activities—Identifying specific . Chartering project—Links it to estimated. management processes are contained within ensure project employs processes needed identified risks, monitoring risks, identifying activities to be performed to produce to meet requirements. ongoing work of sponsoring the five project management process groups: new risks, executing risk response plans, . Organizational breakdown project deliverables. organization. 3. Acquire project team—Obtaining human and evaluating their effectiveness through- structure (OBS)—Hierarchical break- 1. Initiating 6. Sequence activities—Identifying and resources needed to complete project. out the project life cycle. . Project selection methods—The two down of project organization to 2. Planning documenting dependencies among categories are benefit measurement depict work packages by performing 4. Develop project team—Development 10. Administer procurements—Managing 3. Executing schedule activities. and mathematical models. organizational unit. improves competencies and interaction of contract between buyer and seller, review- 4. Monitoring and controlling 7. Estimate activity resources—Type and ing and documenting seller performance, . Project management . Resource breakdown structure team members. 5. Closing quantity of resources required to perform and managing contractual relationship with methodology—A set of process (RBS)—Hierarchical, organized each schedule activity. 5. Manage project team—Tracking team outside buyer of project. groups, their processes, and control depiction of resources by type to member performance, providing feedback, 8. Estimate activity durations—Number functions. be used. Initiating Process Group resolving issues, and coordinating changes of work periods needed to complete to enhance project performance. Closing Process Group . Project management information Formally authorizes new project or project individual schedule activities. system (PMIS)—Automated tools to phase. The two processes are 6. Distribute information—Providing infor- Formalizes acceptance of product, service, or 9. Develop schedule—Analyzing activity support information creation and mation to stakeholders in a timely manner. result and brings project or project phase to an 1. Develop project charter—Authorizing sequences, durations, resource require- dissemination. ments, and schedule constraints to create 7. Manage stakeholder expectations— end. The following two processes are included: project or project phase. The project project schedule. Managing stakeholder expectations to charter defines the project’s purpose, 1. Close project or phase—Finalizing all satisfy their requirements and resolve identifies objectives, and authorizes the 10. Estimate costs—Developing approxi- activities across process groups to formally issues. project manager to start the project. mation of costs of resources needed to close project or project phase. complete project activities. 8. Conduct procurements—Obtaining seller responses, selecting sellers, and awarding contracts. Schedule network analysis techniques: . Strategies for positive risks or Project Time Management Project Quality Management Project Communication opportunities: . Critical path method—Calculates Management The six processes occurring in two project early start and finish dates, and late The three processes occurring in three . Risk exploitation management process groups (planning, and start and finish dates, for all activities, project management process groups The five processes occurring in four project . Risk sharing monitoring and controlling) are without considering resource limita- (planning, executing, and monitoring and con- management process groups (initiating, . Risk enhancement 1. Define activities tions, by performing forward pass and trolling) are planning, executing, and monitoring and backward pass analysis through project controlling) are . Strategies for negative risks or threats: 2. Sequence activities 1. Plan quality schedule network paths. 1. Identify stakeholders . Risk avoidance 3. Estimate activity resources 2. Perform quality assurance . Resource leveling—Addresses sched- 2. Plan communications . Risk transfer 4. Estimate activity durations 3. Perform quality control ule activities that need to be performed . Risk mitigation 5. Develop schedule . Benchmarking—Comparing actual or 3. Distribute information to meet specified dates to address situ- 6. Control schedule ation where critical required resources planned project practices to other 4. Manage stakeholder expectations projects as a basis for performance Project Procurement are only available at certain times or are 5. Report performance Two planning components when incomplete limited in quantity or to keep resource measurement. Management definition exists in WBS: . Basic communication model usage at constant levels. . Metric—Operational definition describ- components: The four processes occurring in four project . Control account—Basis for planning . Critical chain method—Modifies ing what something is and how the quality management process groups (planning, execut- when associated work packages have . Encode project schedule to account for limited control process measures it. ing, monitoring and controlling, and closing) are not been developed. resources. . Message . Quality audits—Structured, independent 1. Plan procurements . Planning package—Planning known . Schedule compression—Shortens review to determine if project activities . Medium work content without detailed schedule 2. Conduct procurements project schedule without changing comply with organizational and project . Noise activities. policies, procedures, and processes. 3. Administer procurements project scope; used on critical path. . Decode . Precedence diagramming method . Seven basic tools of quality: 4. Close procurements . Fast tracking—Sequential phases or (PDM)—Connecting nodes with activities are performed in parallel. . Cause and effect diagram Project Risk Management . Make-or-buy analysis—Whether product arrows to show dependencies; also or service can be produced by project . Control charts The six processes occurring in two project called activity-on-node (AON). Four Project Cost Management team or can be purchased dependencies: . Flowcharting management process groups (planning and . Contract types: . Finish-to-Start—Most common The three processes occurring in two project . Histogram monitoring and controlling) are management process groups (planning, and . Fixed-price or lump-sum . Finish-to-Finish . Pareto chart 1. Plan risk management contract monitoring and controlling) are . Run chart . Start-to-Start 2. Identify risks . Cost-reimbursable contract . Estimate costs . Scatter diagram 3. Perform qualitative risk analysis . Start-to-Finish—Rare . Time and Materials contract . Determine budget 4. Perform quantitative risk analysis . Dependency determination—Three . Control costs Project Human Resource types to define sequence among 5. Plan risk responses PMI Code of Ethics and activities: 1. Cost estimating methods: Management 6. Monitor and control risks Professional Conduct . Mandatory . Analogous The four processes occurring in two project . Project risk involves uncertain events or . Ethical violations—Report possible . Discretionary . Bottom-up management process groups (planning and conditions that, if they occur, have positive violations of code to PMI and cooperate . External . Parametric executing) are or negative effects on at least one project with investigations. . Determine resource cost rates 1. Develop human resource plan objective. . Conflict of interest—Occurs when Types of estimating: 2. Acquire project team . Information gathering techniques: personal interests are placed before . Bottom-up—When a schedule activity . Vendor bid analysis . Project management software 3. Develop project team . Brainstorming professional responsibility. Avoid this; if cannot be estimated to a reasonable 4. Manage project team . Delphi technique that’s not possible, identify and communi- degree, work within the schedule activ- 2. Earned value technique terms: cate all potential conflicts to all parties. ity is decomposed and an estimate . Responsibility assignment matrix . Interviewing . Planned value (PV) = Budgeted developed from more detailed level. (RAM)—Connections between work . Root cause identification . Personal gain—Tied to conflict of cost for work scheduled . Analogous—Using actual duration of that needs to be done and project team interest, it’s when someone benefits . Earned value (EV) = Budgeted cost . Strengths, weaknesses, opportunities, similar schedule activity as basis for members. inappropriately in exchange for for work performed and threats (SWOT) analysis future schedule activity estimate. influencing a project. Prohibited. . RACI chart format—A type of RAM where . Actual value (AV) = Actual cost for . Risk diagramming techniques: . Inappropriate compensation—Tied . Parametric—Multiplying quantity of project team members are assigned one work completed . Cause-and-effect diagrams to conflict of interest, this can include work to be performed by productivity of the following tasks for each activity: rate. Cost variance (CV) = EV minus AC . responsible, accountable, consult, and . System or process flow charts payments and gifts for personal gain. . Schedule variance (SV) = EV minus inform. . Influence diagrams Prohibited. . Three-point—Using average of three estimates based on what is most likely, PV . Organizational structure—The three . Appearance of impropriety—When . Quantitative risk analysis techniques: optimistic, and pessimistic. . Cost performance index (CPI) = EV types are functional, matrix (weak, conflict of interest is not communicated divided by AC . Sensitivity analysis to all parties, your work and actions might balanced, or strong), and projectized . Schedule performance index (SPI) . Expected monetary value analysis appear improper. = EV divided by PV . Decision tree analysis . Intellectual property—A product 3. Performance reporting techniques: . Modeling and simulation (Monte Carlo developed and owned by others with . Variance analysis technique) commercial value. Recognize and respect copyrighted material. . Trend analysis . Confidentiality—Maintain and respect . Earned value technique (EVT) sensitive information, including intellectual property, obtained through your work.
The Complete Project Management Exam Checklist: 500 Practical Questions & Answers for Exam Preparation and Professional Certification: 500 Practical Questions & Answers for Exam Preparation and Professional Certification