Professional Documents
Culture Documents
PMP Braindump Quickreview PDF
PMP Braindump Quickreview PDF
Any or all process related assets, form any or all of the organizations involved in the project that can be used to
influce the project's success.
This includes: Plans, procedures, leassons learned, historical information, schedules risk data and earned value
data.
Cultural, Infrastructur components, commercial databases, market condition, any ressources that currently
exists
Any Project Management software like „Project management information system“ (PMIS an automated tool, a
configuration management system, an information colletion and distribution system)
Enterprise environmental factors refer to both internal and external factors that surround or influence a
project’s success. These factors may come from any or all of the enterprises involved in the project. Enterprise
environmental factors may enhance or constrain project management options and may have a positive or
negative influence on the outcome. They are considered as inputs to most planning processes
Project phases are divisions within a project where extra control is needed to effictively manage the eompletion
of a major deliverable. Project phases are typically completed sequential, but can overlap in some project
situation. The high legel nature of project phases makes them an element of project life cycle.
The phase structure allows the project to be segmented into logical subsets of ease of management, planning
and control.
Organisation-Types? Matrix, Functional, Projectized
Functional
The most common form, think of „silo“. A funcational manager with employees in his deparment.
Advantages: More specialised, Have a home, report to only one supervisor, cleary defined career paths
Disadvantages: PM has no authority, No PM career path, People are more focused on the speciality than on the
project
Matrix:
The authority is shared between functional and project manager.
Advantages: Highly visible project objectives, Improved project manager control over resources, more support
from functional area, maximum utilization of scarce resources, better coordination, better horizontal and
vertical dissemination of information, Team members maintain a „home“
Disadvantages: Extra administration is required, more than one boss for project teams, more complex to
monitor and control, resource allovation is more complex, need extensive policies and procedures, functional
managers may have different priorities than managers, higher potential for conflict
Projectized:
The project manager is the boss of the team. The work is focused only on the project. The organisation is
temporarly till the project ends.
Advantages: Efficient project organization, Loyality to the project, more effictive communications than
functional
Disadvantages: No „Home“ when project completed, lack of specialization in disciplines, Duplication of
facitilies and job functions, may result in less efficient use of resources.
In the strong Matrix organization, the PM has more power than the functional manager.
Knowledge Areas Initating Planning Executing Monitoring & Closing Process Group
Process Group Process Group Process Group Controlling Process
Group
4. Project Integration Develop Project Develop Project Direct and Manage Monitor and Control Close Project or Phase
Management Charter Management Plan Project Execution Project Work
Perform Integrated
Change Control
5. Project Scope Collect Requirements Verify Scope
Management
Define Scope Control Scope
Statement
Create WBS
6. Project Time Define Activties Control Schedule
Management
Sequence Activities
Estimate Activity
Ressources
Estimate Activities
Develop Schedule
7. Project Cost Estimate Cost Control Cost
Management
Determine Budget
8. Project Quality Plan Quality Perform Quality Perform Quality
Management Assurance Control
9. Project HR Develop HR Plan Aquire Project Team
Management
Develop Project Team
Perform Qualitative
Risk Performance
Perform Quanitative
Risk Performance
Business Case
The business case is a document provides the necessary information from a business standpoint to determin
whether or not the project is worh the required investment.
Contract
A contract as an input being done for an external customer.
Stakeholer:
A single high-level executive can end an entire project if he or she is not satisfied with the results, even if that person
has, by choice, been only tangentially involved in the project. Make sure that all final decision makers have been
identified early in the project in order to ensure that their concerns are addressed.
Procurement management plan How will be planned, executed and controlled Plan Procurement
Quality management plan Quality practices and stadards that apply to the Plan Quality
project. Who is involved in managing planing.
Specific duties. Review of decisions.. Quality
meetings. Reports addressing quality. What
metrics will be used to measure quality. What
parts of deliverables will be measured and
when.
Requirements management plan Methods to be used to identify requirements, Collect Requirements
how to identify, priorize, manage and track
Risk management plan Methodology (efford.. project size), Roles and Plan Risk Management
Responsibilites, Budgeting (cost of risk mgt
process), Timing, Risk categories (external,
internal, technical, unforseeable / where:
schedule, cost, quality, scrope, resources,
customer /stakeholder satisfaction), Definition
of probability and impact, Stakeholder
tolerance, Reporting formats, tracking.
Schedule baseline .. is the version of the schedule used to mange Develop Schedule
the project and measure the project teams
performance. Only be changed by approved
changes. Contrains activity resources, activity
duration estimates...
Schedule management plan Includes the scheduling methodology and Develop Project Management Plan
scheduling software, Rules for how estimates
should be stated. Establishment of a schedule
baseline, planning how schedule variances will
be managed. Identification of schedule change
control processes, reporting formats to be used.
Scope baseline The approved statement, wbs, wbs dictionary Create WBS
• Scope Statement are part as baselie eto the project management
• WBS plan.
• WBS dictionary
Scope mangement plan How scope will be planned, executed and Develop Project Management Plan
controled.
Other Project Documents not part of Project Management Plan
Document What is it Input/Output
Activity attributes Activity ID, WBS ID, Activity name, maybe I: Sequence Activities, Estimate Activity
Activity codes, activity description, predecessor Resources, Estimate Activity Durations,
activtites, successor activites, logical Develop Schedule
relationships, leads and lags, resource O: Define Activities
requirements, imposed dates, constraints and
assumptions.. Person resposible executing,
geographic area or place where work has to be
performed, level of effort, discrete effort and
apportioned affort.
Activity cost estimates Quantitative assessments of the probable costs I: Identify Risks, Plan Procurement, Determine
required to comple project work. The range of Budget
the costs indicating degrees of risk. Used to O: Activity cost estimates
evaluate resonableness of bids or proposals
received from potential selles in the
procurement process.
Activity lists Created with TT decomposition. A list I: Develop Schedule, Sequence Activities,
containing all schedule activites required on the Estimate Activity Resources, Estimate Activity
project and relation to the scope of work Duration,
description. Details for the team members to O: Define Activities
understand what work is required to be
completed.
Assumption log N/A N/A
Basis of estimates Contains a complete understanding how the cost I: Determine Budget
estimate was derived. Basis of the estimate, all O: Estimate Costs
assumptions made, known contrains, indication
of the range of possible estimates, indication of
the confidence level of the final estimate
Change log .. to document changes that occur during a I: Manage Stakeholder Expectations
project. The changes and their impact in terms
of time, cost, risk for the stakeholders.
Charter Project purpose or justification, measureable I: Develop Project Management Plan, Collect
project objectives and related success criteria, Requirements, Define Scope, Identify
high-level requirements, high-level project Stakeholders
description, high-level risk, summary milestone O: Develop Project Charter
schedule, summary budget, approval
requirements, assigned project manger,
responsibility and authority level, name of the
authority sponsor...
Contracts Information relating to products, sevices or I: Determine Budget, Develop Project Charter,
results that have been purchased. Administer Procurements
O: Conduct Procurements
Duration estimates Quantitative assements of the likley number of I: Develop Schedule, Identify Risks
work periods that will be required to complete O: Estimate Activity Durations
an activity. Not including lags. Part of the
Schedule baseline. The range is a risk indicator
used to identify risks.
Forecasts Created by the Tool forcasting in the Control Part of Performance Reports...
Cost Process... I as Budget forcasts: Report Performance
O as Budget forcasts: Control Costs
Issue log Used to document and monitor the resolution of I: Manage Stakeholder Expectations
issues. Facilitate communcation and ensurce O: Mange Stakeholde Expectations
common understanding of issues. O as Part of Document Updates: Monitor and
Control Project Work
Its also a Tool and Technique in „Mange Project
Team“. In this case managing the issues within
the team.
Milestone list … idenifies all milestones and indicates I: Sequence Activites
whether dhe milestone is mandatory. A O: Define Activites
milestone is a significant point or event.
Performance reports Documents and presentations that provide I: Manage Project Team, Distribute Information,
organized and summarized work performance Monitor and Control Project Work, Monitor and
information, earned value management Control Risks, Administer Procurements,
parameters and calculations, and analyses of Distribute Information
project work progress and status. O: Report Performance
Roles and responsibilites Role, Authority, Responsibility, Competency Part of Human Resource plan, created on
Develop Human Resource Plan
Human resource plan is part of the Project
Management Plan and Input for nearly all
Proceses...
Sellers list A listing of sellers who have been pre-screened Commes from Enterprise/Organization
for their qualifications and past experience, so I: Conduct Procurements
that procurements are directed to only those
sellers who can perform on any resulting
contracts.
Source selection criteria Source selection criteria can include I: Conduct Procurments
information on the supplier’s required O: Plan Procurements
capabilities, capacity, delivery dates, product
cost, life-cycle cost, technical expertise, and the
approach to the contract .
Stakeholder/interests/Assessment of
Impact/Potential Strategies for Gaining Support
or Reducing Obstacles
Stakeholder register Identification Informaiton: name, organizational I: Collect Requirements, Plan Quality, Plan
position, location, role in the project, contact Communications, Identify Risks, Manage
information Stakeholder Expectations
Assessment information: major requirements, O: Identify Stakeholders, Direct and Manage
main expectations, potential influence in the Project Execution
project, pahse in the life cycle
Stakeholde classification: internal/external,
supporter/neutral/resistor, etc.
Stakeholder requirements O: Plan Communication
I: Manage stakeholder expectations
Statement of work A narrative description of products, services, or I: Develop Project Charter as „Project
results to be supplied. Statement of Work“, Administer Procurements
as part of „Procurment Documents“
O: Conduct Procurment as part of „procurement
Contract Award“
TT as Time and Material Contracts: Plan
Procurments
Document What is it Input/Output
Teaming agreements Teaming agreements are legal contractual I: Plan Procurements, Conduct Procurements,
agreements between two or more entities to
form a partnership or joint venture, or some
other arrangement as defined by the parties. The
agreement defines buyer-seller roles for each
party.
Team performance assessments The performance of a successful team is I: Develop Project Team as part of „Project
measured in terms of technical success Management Plan“, Manage Project Team
according to agreed-upon project objectives, O: Develop Project Team
performance on project schedule (finished on
time), and performance on budget (finished
within financial constraints). High-performance
teams are characterized by these task-oriented
and results-oriented outcomes.
Work performance information Deliverable status, Schedule progress and Costs I: Report Performance, Monitor and Control
incurred. Risks, Administer Procurements
O: Direct and Manage Project Execution
Work performance measurements Work performance information is used to I: Perform Quality Control, Distirbute
generate project activity metrics to evaluate Information as „Performance reports“, Report
actual progress compared to planned progress. Performance
These metrics include, but are not limited to: O: Control Scope, Control Schedule, Control
planned versus actual schedule/cost/technical Costs
performance.
Categories:
• Benifit measurement methods (Murder Board, Peer review, Scoring models, Economic models) – Comperative
Approach
• Constrained optimization methods (Linar/Integer/Dynmic/Mulit-Opject Programming) – Mathematical
approach
EconomicValueAdded(EVA)=should be positiv
EVA quantifies the value a company provides to its invenstors and seeks to determine if a cmpany creating or
destroying value to its stakeholder.
Opportunity cost
You have two projects and this are the costs which are not taken.
Sunk costs
Already done costs
Know everything about integrated change control process...
Perform Integrated Change Control—The process of reviewing all change requests, approving
changes, and managing changes to the deliverables, organizational process assets, project
documents, and the project management plan.
When it comes to changes, the project manager's attention is focused on Preventing unnecessary changes.
Performing integrated change control consists of coordinating and manageing changes across the project. Activities that
occur within the context of perfom integrated change control include: verify scope, control scope, control schedule,
control cost, perform quality control, monitor and control risks, and administer procurement.
=> all projects, large and small need written change orders! Writen change orders asking the individuals to take
responsible for the requests and reduces frivolous requrest.
Configuration management system with integrated change control provides a standardized, effective and efficent way to
central manage approved changes and baselines within a project. Configuration control is focused on the specification
of both the deliverables and the processes. Change control focus on identify, document and controll changes to the
project and product baselines.
When mutliple stakeholders singed the project charter, the project manager should be not only be concered regarding
communication requirements, but also should be concerned with the needed competing needs and requires more
attention to configuration management.
Performing integrated change control consists of coordinating and manageing changes across the project. Activities that
occur within the context of perfom integrated change control include: verify scope, control scope, control schedule,
control cost, perform quality control, monitor and control risks, and administer procurement
Change requests created by these projects:
• All Monitoring & Controlling Process Groups
• Some Execution Process Groups:
• Direct and Manage Project Execution
• Perform Quality Assurance
• Manage Project Team
• Manage Stakeholder Expectation
• Conduct Procurements
• Plan Procurements in Planning
Kurt Lewin developed force field analysis, thought that change is not just an event but is a dynamic balance of opposing
forces.
Others:
Effective Project integration usually requires an empasis on effective communicatin at key interface points.
==
Chapter 5 is Scope Management
The first step in the „Scope managment process“ is to prepare a scope management plan, which is created in the project
management plan.
If the project manager is assigned to the project, after creation of the project charter. Before spending time with the
scope, he should confirm, that all stakeholders had input into the scope of the project charter...
Method for resolving the total variance in the set of scope, cost, and schedule
variables into specific component variances that are associated with defined factors affecting the scope, cost, and
schedule variables
Variance analysis is used in „Scope Control“ to determining the cause and degree of variances relative to the scope
baseline and deciding whether corrective or preventive actions required. The output „Change Requests“ of „Scope
Control“ is generated by Variance analysis.
Variance analysis in „Control Schedule“ is measured by (SV, SPI). Used to evaluate the project time performance. →
corrective and preventive actions
Varaiance Analysis in „Reporting Performance“ brings the variances of Scope and Schedule togehter and with the
results from quality and other areas to a report. → Trends and Forcasting
In „M&C Risk“ compare the variances to the planned results and defines risks, and trends in project execution.
Indicating potential impacts or opportunities.
Variance analysis is used to figure out, what are the causes and how prevent this in future. Or exploit if it makes things
faster....
Control Scope:
=> As a subcontractor doing work, make sure that the change request will comply with the contractual provision, scope
change control must be integred with the project overall change control system.
Criteria:
100% Rule
Plan outcomes not actions
80 hour rules
Smaller or activities are broken down in „Define Activites“
Methods:
Decompositon by the team!
The project team is responsible for developing the scope baseline. Other stakeholder, like customers only give input, but
not responsible for the baseline!
Requirement Attributes
Requirement identification numbers
Source of each requirements
Who manage this requirement
Status of the reuqirements
Where are „Validated deliverables“ from, what they are? (Verify Scope)
They are from „Perform Quality Control“:
Validated deliverables have been completed and checked for correctness by the Perform Quality
Control process.
A goal of quality control is to determine the correctness of deliverables. The results of the execution
quality control processes are validated deliverables
Chapter 6 – Time Management
Early Start (ES), Late Start (LS), Early Finish (EF), Late Finish (LF)
Total Float → Difference of late start and the early start or late finish and early finish
Free Float → The amount of delay, without delaying the successors
Project Float → Difference between the customer requirement and the project finish date
Slack=Float
Finish-to-Finish (FF)
An Activity must finished before successor can be finished!
Start-To-Finish (SF)
Rarely used! An activity must start before the successor can be finished!
Finish-to-start (FS)
A activity must finish before the successor can start (DEFAULT!)
Start-to-start (SS)
An activity must start before the successor can start.
Critical Chain?
Define Reserves in the Schedule, which are used by the different activies.
Activity attributes extend the description of the activity by identifying the multiple components
associated with each activity. The components for each activity evolve over time. During the initial stages of the project
they include the Activity ID, WBS ID, and Activity Name, and when completed may include activity codes, activity
description, predecessor activities, successor activities, logical relationships, leads and lags (Section 6.2.2.3), resource
requirements, imposed dates, constraints, and assumptions.
Parametric estiamtes takes a variable to calculate the estimation. Like time to code one line of code in a program etc.
With „regression analysis (scatter diagram). Two variables like „lines of code“ and time could be verified if releated and
used for calucaltion
With „Learning curve“. If you do something more you need less time, learning how to do it. Building the first house
will take longer than the 10th....
Replimanry
-15% to +20% (Prepcast)
Prelim = 20
Budget
-10 % + 25% (Rita/Prepcast/prazion)
Bud = 25
Definitive
-10 % to +10% (Rita)
-5% to +10% (Prepcast/Prazion)
Def = 10
50/25/20/10 → ROM/BUD/PRE/DEF
Dummies, what are dummies???
AOA (Activity on Arrow Diagrams) often Need dummys!
GERT
Konditionale Sprünge und loops.
Ähnelt einen Prozessflussdiagramm.
Wird selten eingesetzt meist die falsche Antwort.
The project schedule is the document which is updated during the project.
The project performance is measured by comparing the actual „Project Schedule“ with the „Schedule Baseline“!
Chapter 7 – Earned Value
Formulas:
EV (Earned Value) = BCWP (Budgeted Cost of Work Perfomed)
PV (Planned Value) = BCWS (Budgeted Corst of Work Scheduled)
AC (Actual Cost/Total Cost) = ACWP (Actual Cost Work Performed)
BAC = Budget at Completion
EAC = Estimate at Completion
ETC = Estimate to Completion
Reserve analyisis
Avoid padding. Define contingency reserve (time reserve or buffer) and management reserve.
Contingency reserver → Risk Responses
Management reserve → unforseen risks
The contigency risk can only used for the risk it was defined. If not, there must be used for preventive or corrective
actions, fast track, crash or adjucst the project with changes...
Asking for additonal reserve indicates not properly planning.
Cost of quality
The cost of work added to the project to accommodate quality efforts should be included in the project estimate.
Quality must be planned in!
Cost of Conformance → Quality training, Studies, Surveys, Erfforts to ensure everyone knows the process to use
Cost of Nonconformance → Rework, Scrap, Inventory costs, Warranty costs, Lost business
Cost of conformance should be lower that const of nonconformance → Or we spend time/costs and not archive a better
quality! => Make also sure not to spend to much
Cost-Benefit Analysis
Weights the benifits against the costs. Can also be used for project selection.
Control Charts
They are set up in „Plan Quality“ and utilized in „Perform Quality Control“.
The control chart shows whether the samples withn thos limits
Can also be used for performance figures, costs and schedule variances.
Commonly used for poruction. Within acceptable limist → in control// outside → out of control
out of control means „Special cause variation“
Control limits could be many things, like work package duration. When it is a problem 1 hour late 1 day?
Specification limits represent the customers expecations or contractual requirments. Control Limits must be stricter than
specification limits or it will be produced waste etc.
Benchmarking
Looking on other projects to get ideas from improvement on the current project and provide a basis (benchmark) to use
in measuring quality performance.
Design of Experimatnes
To Experiment, which variables will improve quality. Example: Change the type of wood for a desk etc.
Flowcharting
Shows the process or system flows from beginn to end. See the process and find potential quality problems.
Histogram
Simply displays bars or columns. Show which problems to be dealed
Run Chart
A chart to see the history of variations... there no control limites or something
Scatter Diagramm
Shows a diagramm displaying two variables and they relationship.
Displays if this two are related.
Maslow's theory
Not most modivated by work, security or mony. Insted highest motivation is to contribute and use their skill. Top is
„self-Actualisation“.
Displayed as pyramid
TOP → Self actualisation
Esteem
Scocial
Safety
BOTTOM → Physiological
X-> People need to be watched every minute. Incapable, avoid responsibility, avoid work
Y → willing to work without supervision and can direct their own efforts.
Blocker
The blocker is a dominant personality who automatically rejects the views and perspectives of others out of
hand. This individual blocks the team’s ability to brainstorm and discuss the merits of new concepts and ideas
raised. Like the aggressor, this individual can be highly detrimental to the team effort as he or she intimidates
individual members, limits their participation and decreases overall team motivation and involvement.
Withdrawer
The withdrawer holds back his or her personal participation and refuses to become active within the team
environment. This individual focuses the team on his or her immature behavior and attempts to resolve the
conflict and unrest it creates, which effectively limits the team’s ability to make progress on problems and
assigned projects.
Recognition Seeker
The recognition seeker looks for personal attention and in so doing monopolizes the discussion by continually
asserting his or her personal ideas, suggestions and viewpoints. The recognition seeker is also attempting to
win the team over to his or her ideas and opinions. Unfortunately, this behavior minimizes other individual
team members input, which hampers overall team participation, involvement and motivation.
Topic Jumper
A topic jumper is unable to explore any specific topic in depth. He or she displays a short attention span and
continually interrupts group discussions by attempting to change the subject. These continual interruptions
diminish overall productivity by keeping team meetings off-focus.
Dominator
The dominator displays threatening and bullying behavior within the team setting. This individual uses
intimidating and minimizing behavior in an attempt to take over the team and control all discussions. The
dominator will typically “hijack” the team by coercing it to pursue his or her personal agenda.
Devil’s Advocate
While the devil’s advocate in the sense of introducing different viewpoints into the team discussion is a
positive team function, it can become a negative role when used to block team progress or consensus. In this
regard, the devil’s advocate is simply a naysayer that refuses to allow the team to move forward.
Appendix G PMBOK
Leadership / Influencing
Get things done thour others. Group of people toward a common goal and enabling them to work as a team. Respect,
Trust rather than fear/submission.
Team building
Team building activities consist of tasks (establish goals, define, and negotiate roles and procedures) and processes
(interpersonal behavior with emphasis on communication, conflict management, motivation, and leadership).
Developing a team environment involves handling project team problems and discussing these as team issues without
placing blame on individuals.
Archived:
• Taking classes together
• Milestone parties
• Holiday and birthday celebrations
• Outside-of-work trips
• Creating the WBS!
• Getting everyone involved in some way in planning the project
Motivation
Motivating in a project environment involves creating an environment to meet project objectives while
offering maximum self-satisfaction related to what people value most. These values may include job satisfaction,
challenging work, a sense of accomplishment, achievement and growth, sufficient financial compensation, and
other rewards and recognition the individual considers necessary and important.
Communication
Communication has been identified as one of the single biggest reasons for project success or failure.
Effective communication within the project team and between the project manager, team members, and all
external stakeholders is essential. Openness in communication is a gateway to teamwork and high performance.
Conflict Manaement
Views of Conflict:
• Conflict is an inevitable consequence of organizations
• Conflict can be beneficial
• Conflict is resolved though openness, identifying causes and problem solving by people involved and their
immediate mangers
Done by:
• Confironting (Problem Solving) → BEST win-win
• Compromising
• Withdrawal → usual not the BEST
• Smoothing (accommodating)
• Collaborating
• Forcing
Decision making
Develop HR Plan
Definition of Roles and responsibilites
Members should know what work packages or activites they are assigned to, what skills they need to have.
8. Cost Budget
7. Management reserve
6. Cost baseline
5. Contingency reserve
4. Project Estimate
3. Control account estimates
2. Work package estimates
1. Activity estimates
The reservers dont increase the costs of the project. They should be a reduction to the poject schedule and cost.
Contract types
→ Fixed prices (FP)
Also FP, Lump Sum, Firm Fixed Price
Risk is at the seller
Seller must be concerned by Procurement Statement of work
Scope must be well defined!
Purcase Order
Simply buy a product or service.
Cost Contract
The seller receives no fee (profit) → only by nonprofit organizations
→ Culture shock
→ Customary fee
→ Ethnocentric
→ Respect
→ Honesty
→ conflict of interes scenarios
→ PMI Code of Ethics and Professional Conduct
→ PMP Handbook
==
Change requests are the input for „Perform Integrated Change Control“.