Pass PMP in 21 Days - ITTO Toolbox

PROCESS MAP

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 Pass PMP in 21 Days - ITTO Toolbox
InItIatIng PlannIng ExEcutIng MonItorIng & controllIng closIng
Develop Develop Project Management Close
IntEgratIon Project Plan Direct & Manage Project Work Monitor & Control Project Work Project
Charter or Phase 
Manage Project Knowledge Perform Integrated Change Control  
scoPE Plan Scope Management Validate Scope 
Collect Requirements Control Scope
Define Scope
Create WBS 
schEdulE Plan Schedule Management Control Schedule
Define Activities
Sequence Activities
Estimate Activity durations
Develop Schedule
cost Plan Cost Management Control Costs
Estimate Costs
Determine Budget
QualIty Plan Quality Management Manage Quality Control Quality
rEsourcEs Plan Resource Management Acquire Resources Control Resources
Estimate Activity Resources Develop Team
Manage Team
coMMunIca- Plan Communications
tIons Management Manage Communications Monitor Communications
rIsk Plan Risk Management Implement Risk Responses Monitor Risks
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
ProcurEMEnt Plan Procurement Management Conduct Procurements Control Procurements
Identify
stakEholdEr Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement Monitor Stakeholder Engagement

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 Pass PMP in 21 Days - ITTO Toolbox

PROCESS KEY
OUTPUT

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 Pass PMP in 21 Days - ITTO Toolbox

Integration management

Why is this process

No Process Name Process Group Key Output
important
4.1 Develop Project Charter Initiating `` Project charter Declare Project and Project Manager
Develop Project Management
4.2 Planning `` Project management plan Planning for the project and phases
Plan

`` Deliverables
4.3 Direct & Manage Project Work Executing `` Work performance data Doing the work
`` Issue log

`` Lessons learned register

4.4 Manage Project Knowledge Executing Managing Information

Monitor & Control Project `` Work performance reports

4.5 Monitoring & Controlling Creating Dashboards
Work

Perform Integrated Change `` Approved change requests

4.6 Monitoring & Controlling Handling Changes
Control

`` Final product, service, or result transition

4.7 Close Project or Phase Closing Formally Closing the project
`` Final report

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 Pass PMP in 21 Days - ITTO Toolbox

Scope Management

Process Why is this process

No Process Group Key Output
Name important
Plan Scope `` Scope management plan
5.1 Planning Defining HOW
Management `` Requirements management plan

Collect `` Requirements documentation

5.2 Planning Gathering what needs to be done
Requirements `` Requirements traceability matrix
`` Project scope statement
5.3 Define Scope Planning Defining boundaries of work

`` Scope baseline
5.4 Create WBS Planning Decomposing to smaller controllable work

`` Accepted deliverables
5.5 Validate Scope Monitoring & Controlling Customer acceptance

`` Work performance information

5.6 Control Scope Monitoring & Controlling Planned Vs. Actual and Action

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 Pass PMP in 21 Days - ITTO Toolbox

Schedule management

Process
No Process Group Key Output Why is this process important
Name
Plan Schedule
6.1 Planning `` Schedule management plan Defining how
Management

`` Activity list
6.2 Define Activities Planning `` Activity attributes Decomposing WBS further to activity level
`` Milestone list
`` Project schedule network diagrams
6.3 Sequence Activities Planning Defining relationships between activities if any

Estimate Activity `` Duration estimates

6.4 Planning Estimating time requirement for activities
durations `` Basis of estimates
`` Schedule baseline
6.5 Develop Schedule Planning Applying constraints and arriving at baseline schedule

`` Work performance information

6.6 Control Schedule Monitoring & Controlling Planned Vs. Actual and Action
`` Schedule forecasts

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 Pass PMP in 21 Days - ITTO Toolbox

Cost management

Process Why is this process

No Process Group Key Output
Name important
7.1 Plan Cost Management Planning `` Cost management plan Defining how, what, when etc.

`` Cost estimates
7.2 Estimate Costs Planning Working with SME to estimate for project costs
`` Basis of estimates
`` Cost baseline Getting approval from management for approved
7.3 Determine Budget Planning
`` Project funding requirements budget

`` Work performance information

7.4 Control Costs Monitoring & Controlling Planned Vs. Actual and Action
`` Cost forecasts

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Quality Management

Process
No Process Group Key Output Why is this process important
Name
Plan Quality `` Quality management plan Defining standards, checklists, Audits cycle, test approach
8.1 Planning
Management `` Quality metrics and metrics

`` Quality reports
8.2 Manage Quality Executing Performing audits
`` Test and evaluation documents
`` Quality control measurements
8.3 Control Quality Monitoring & Controlling `` Verified deliverables Testing completed deliverables
`` Work performance information

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 Pass PMP in 21 Days - ITTO Toolbox

Resource Management

Why is this process

No Process Name Process Group Key Output
important
`` Resource management plan
9.1 Plan Resource Management Planning When, what type, training etc.
`` Team charter

`` Resource requirements
9.2 Estimate Activity Resources Planning `` Basis of estimates Estimate how many resources
`` Resource breakdown structure
`` Physical resource assignments
`` Project team assignments Getting resources on board / getting
9.3 Acquire Resources Executing
`` Resource calendars approvals
`` EEF updates

`` Team performance assessment Building trust and training to get optimal

9.4 Develop Team Executing
`` EEF updates performance

`` Project management plan updates

9.5 Manage Team Executing Continue performance/solving conflicts
`` EEF updates
`` Work performance information
9.6 Control Resources Monitoring & Controlling Planned Vs. Actual and Action

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 Pass PMP in 21 Days - ITTO Toolbox

Communications management

Why is this process

No Process Name Process Group Key Output
important
`` Communications management plan Who, how, what and when to
10.1 Plan Communications Management Planning
communicate

`` Project communications
10.2 Manage Communications Executing Doing communications

`` Work performance information Checking and taking action if not

10.3 Monitor Communications Monitoring & Controlling
effective

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 Pass PMP in 21 Days - ITTO Toolbox

Risk Management

Why is this process

No Process Name Process Group Key Output
important
`` Risk management plan Defining thresholds, scales, who and
11.1 Plan Risk Management Planning
when for risks

`` Risk register
11.2 Identify Risks Planning Identifying what can go wrong
`` Risk report
11.3 Perform Qualitative Risk Analysis Planning `` Project documents updates Identifying the risk priorities

11.4 Perform Quantitative Risk Analysis Planning `` Project documents updates Elaborating numerically on one risk

`` Change requests
11.5 Plan Risk Responses Planning Planning the alternates to reduce risks

`` Change requests Implementing the response when risk

11.6 Implement Risk Responses Executing
event occurs

`` Work performance
11.7 Monitor Risks Monitoring & Controlling information Check if new risks are present

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 Pass PMP in 21 Days - ITTO Toolbox

Procurement management

Why is this process

No Process Name Process Group Key Output
important
`` Procurement management plan
`` Procurement strategy
`` Procurement statement of work Planning what to buy, when to buy,
12.1 Plan Procurement Management Planning
`` Source selection criteria How to buy
`` Make-or-buy decisions
`` Independent cost estimates
`` Selected sellers Advertising and evaluating proposals and
12.2 Conduct Procurements Executing
`` Agreements selecting supplier

`` Work performance information Managing results/services from suppliers,

12.3 Control Procurements Monitoring & Controlling
`` Procurement documentation updates payments and closing

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 Pass PMP in 21 Days - ITTO Toolbox

Stakeholder management

Process Why is this process

No Process Name Key Output
Group important
`` Stakeholder register
13.1 Identify Stakeholders Initiating Identifying who all can impact/influence the project

`` Stakeholder engagement plan Current level of engagement and how to effectively

13.2 Plan Stakeholder Management Planning
engage
`` Change requests
13.3 Manage Stakeholder Engagement Executing Managing stakeholders as per the plan

Monitoring & `` Work performance information

13.4 Monitor Stakeholder Engagement Planned Vs. Actual and Action
Controlling

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 Pass PMP in 21 Days - ITTO Toolbox

PMP FORMULAS

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 Pass PMP in 21 Days - ITTO Toolbox

Name Formula What is it? Interpretation

BAC Budget at Completion No formula Approved Budget

PV Planned Value PV = BAC* Planned % Complete What your schedule says you should have spent

EV Earned Value EV = BAC * Actual% Complete How much of the project’s value you’ve really earned

AC Actual Cost No Formula Actual spending on the projects

SPI > 1 - Ahead of Schedule
Schedule Performance
SPI SPI = EV/PV Whether you’re behind or ahead of schedule SPI = 1 – As per Schedule
Index
SPI < 1 – Behind Schedule
SV > 0 - Ahead of Schedule
SV Schedule Variance SV = EV-PV How much ahead or behind schedule you are SV = 0 – As per Schedule
SV < 0 – Behind Schedule
CPI > 1 - Under Planned Budget
CPI Cost Performance Index CPI = EV/ AC Whether you’re within your budget or not CPI = 1 – On Budget
CPI < 1 – Over Planned Budget
CV > 0 - Under Planned Budget
CV Cost Variance CV = EV – AC How much above or below your budget you are CV = 0 – On Budget
CV < 0 – Over Planned Budget
EAC = BAC/CPI The expected total cost of completing all work.
EAC Estimate at Completion
Mostly Used If the CPI is expected to be the same

EAC Estimate at Completion EAC=AC+BAC–EV If future work will be accomplished at the planned rate
ETC Estimate to complete ETC = EAC - AC The expected cost to finish remaining work

The run rate required to win the match TCPI> 1 - Harder to complete
To Complete Performance
TCPI TCPI=(BAC-EV)/(BAC-AC) (Run rate = spending rate) TCPI = 1 - Same to complete
Index
(Target Runs = Approved Budget) TCPI <1 – Easier to complete

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 Pass PMP in 21 Days - ITTO Toolbox

Domain Term/ Formula What is it Abbreviations

Period required to recoup the funds expended in an investment,
Cash flow analysis Payback Period or to reach the break-even point.
Select Lowest
Internal portfolio rate at which the investment will produce
results.
Cash flow analysis Internal Rate of Return (IRR)
Select Highest
Think bank Interest rate
r =interest rate
Formula: PV = FV/(1 + r)t
PV – Present Value
Cash flow analysis Net Present Value(NPV) What is the current value of future money.
FV = Future Value
Select Highest
t = Time period
Divide net profit by total assets
Cash flow analysis Return on Investment (ROI)
Select Highest
Benefit / Cost
Cash flow analysis Benefit Cost Ratio
Select Highest

Integration Opportunity Cost The value of the project not selected

Cost already spent on a project and cannot be recovered, Do not

Integration Sunk Cost account for this cost if mentioned in any sum (might appear in
project selection questions)
The critical path is the sequence of activities that represents the
Schedule Critical Path longest path through a project, which determines the shortest
possible project duration.
The amount of time that an activity can be delayed from its early
Total Float start day without delaying the project finish date.
Schedule
Total Float = Late Start (Node) – Early Start (Node)
P- Pessimistic
Mean = (P + 4M + O)/ 6
Three-Point Estimates PERT O - Optimistic
Also called BETA Distribution
M - Most Likely

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 Pass PMP in 21 Days - ITTO Toolbox

Domain Term/ Formula What is it Abbreviations

P- Pessimistic
Mean = (P + M + O)/3
Three-Point Estimates Average Distribution O - Optimistic
Also called Triangular Distribution
M - Most Likely

Quality Standard Deviation (Pessimistic – Optimistic) / 6

[(Pessimistic – Optimistic) / 6]2

Quality Variance Square of Standard Deviation
Standard Deviation * Standard Deviation

1 Sigma = 68.26%
2 Sigma = 95.46%
Quality Six Sigma Values
3 Sigma = 99.73%
6 Sigma = 99.99%

Quality Control Limit Control Limits = 3 sigma from mean

Comm Communications Channels Communication channels = n * (n-1)/2 N = No of stakeholders

Net Path Value = Total outgoing + total incoming costs

EMV
Risk EMV = Chance% (path1)* net path value (path1) …+ chance%
(Expected Monetary Value)
(path n) * net path value (path n)

Rough Order of Magnitude estimate

Estimates Estimate ranges (ROM) = -25% to +75%
Definitive estimate = -5% to +10%

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