http://innovativeprojectguide.com/pmp-exam/6-pmp-exam/300-free-download-pmp-exam-prep-book-pdf-rita-mulcahy.

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http://pmpexamsprep.com/80-free-online-pmp-exam-questions-on-project-initiation.html

https://www.tutorialspoint.com/pmp-exams/project_scope_management.htm

http://preparepm.com/notes/scope.html

https://pmstudycircle.com/2012/07/precedence-diagramming-method-activity-on-node-method-scheduling/

http://www.pmpchapterquestions.com/pmp-chapterwise-sample-questions/

http://www.deepfriedbrainproject.com/2009/03/pmp-certification-exam-sample-questions.html

https://www.simplilearn.com/pmp-exam-prep-free-practice-test?source=PracticeTestCTA

http://trainings24x7.com/2016/01/23/pmp-exam-simulators/

https://www.testudaan.com/

https://www.tutorialspoint.com/pmp-exams/

http://www.mypmllc.com/project-management-resources/free-pmp-exam-questions/

http://www.oliverlehmann.com/pmp-self-test/75-free-questions.htm

https://www.izenbridge.com/pmp/free-exam/

http://www.pmstudy.com/PMP-Exam-Resources/freeSimulatedTest.asp

http://www.examcentral.net/pmp/practice-exam

http://shop.oreilly.com/product/0636920029540.do

https://www.quora.com/What-are-the-best-online-PMP-practice-tests-for-PMP-2016

http://pmp.aamirafridi.com/_rpg/index-3.html

https://www.proprofs.com/quiz-school/quizshow.php?title=pmp-itto&q=12&next=y

http://www.pmzilla.com/free-pmp-exam-mock-questions-important-links-best

https://edward-designer.com/web/list-of-free-pmp-exam-questions/
http://www.pm-exam-simulator.com/articles/38-my-top-10-recommended-web-sites-for-free-pmp-exam-sample-questions-f

http://www.techfaq360.com/pmp_time_management.jsp

http://www.pankajpmp.com/2011/05/time-management.html

http://pmpexamforfree.com/tag/critical-chain-method/

https://edward-designer.com/web/pmp-project-time-management/

http://www.pmpchapterquestions.com/pmbok-chapter-6-project-time-management/

http://www.dummies.com/careers/project-management/pmp-certification/sequence-activities-techniques-you-should-know

http://nanacast.com/s/admin/index.php?&req_tag=list_subscription_episodes&ac=f56671f45285

http://starpmo.com/online/login.php

https://www.passionatepm.com/blog/announcement-ppm-launching-pmp-concept-learning-series

https://www.justacademy.co/pmp-notes/

www.justPMP.com

http://www.zeepedia.com/read.php?b=56&c=22

https://www.project-management-prepcast.com/pmp-practice-exam-questions-sample-test

https://www.edwel.com/

http://projectmanagement.ittoolbox.com/groups/career/projectmanagement-career/real-pmp-exam-questions-vs-rita-mulca

https://www.justacademy.co/pmp-test/free-pmp-practice-test/

https://www.youtube.com/playlist?list=PL13IJTeX9RPWJFTSM7_VL2bpWWgdPfcv5

https://www.testudaan.com/Pmp/pmptips/6

http://www.pmstudy.com/PMP-Exam-Resources/freeSimulatedTest.asp

http://pmp-tutorial-free-sample-questions.blogspot.in/2008/09/chapter-wise-sample-questions-and.html

http://www.brighthubpm.com/certification/46509-free-pmp-quiz-on-scope-management/
https://4squareviews.com/2013/03/31/5th-edition-pmbok-guide-chapter-6-precedence-diagramming-method-leads-and-lags

http://pmpexamforfree.com/

http://www.engineeringmanagement.info/2017/02/pmp-sample-questions-based-on-pmbok-5th.html

http://www.freetestsonline.com/

http://www.pmzilla.com/pmp-exam-aug-24-scoring-65-70

https://www.projectmanagement.com/blog-post/31302/HOW-TO-CHOOSE-THE-BEST-PMP-EXAM-SIMULATOR-

http://www.test-questions.com/pmi-certification.php

http://pmp-exam-sample-questions.blogspot.in/

https://www.pmbypm.com/how-to-answer-pmp-change-management-questions/

https://www.slideshare.net/civilman81/green-pmp-exam-prep-questions-answers-explanations-2013-edition-by-christopher-

https://drive.google.com/drive/folders/0ByBOalHIIHF0SUFfTDVsZDlVS2c

http://www.pmplounge.com/2016/06/top-5-pmp-mock-exam-resources.html

I tried the link in Yellow for my final mock exams before going for real exams
1.333333
Tools and technique of facilitated workshop:
Facilitated Workshop: : For the facilitated workshop following are the key things:

1. Cross functional team members are involved

2. All are involved to take a decision for the agenda items
3. Involvement of cross functional members helps to see the problem from all perspective.
4. As decision is needed as a result of outcome of the workshop, members are selected who has knowledge and also decision
5. Person who have knowledge helps decision makers to make decision based on firm information.
6. Objective of workshop is develop a consensus for the decision within all members based on information for the goal of the

In summary workshop can be conducted to arrive to a consensus within all

participants based on information discussed during the workshop.

Focus Group: For the focus group following are the key things:
1. Discussion is focused around a topic.
2. Facilitator already knows what he wanted to ask from each participants and develop a discussion guide accordingly.
3. Facilitator develops discussion guide based on experience of each participants with the product.
4. Based on discussion guided by discussion guide product requirements are identified.
 In summary if the goal is to identify product requirements, members are
selected who have some level of experience for the product and based on
their experience they contribute in defining product requirements.

Characteristic of WBS and Work Packages

nowledge and also decision making authority. members who have knowledge and have knowledge can be same or can also be different.

ormation for the goal of the workshop.

on guide accordingly.
ame or can also be different.
 Plan Schedule management

Step1

Step2

Step3
 Define Activities

Sequence Activities

Precedence Diagram
Activity-on-node (AON) is one method of representing a precedence diagram.
Estimate Activity Duration
Project Time Management is a group of processes required to ensure timely completion of the project.

Processes
There are following processes which are part of Project Time Management.

Plan Schedule Management

Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedul
Control Schedule

Few Important points

Bar charts (or Gantt charts) are used to display tasks and their dates in a graphical fashion.

Milestone charts are similar to bar charts but display only major events.

Network diagrams are used to display activities and their dependencies. Network diagrams can be used

Precedence (or Activity on Node) diagrams can be used to display four type of relationship between activ
Finish-To-Start
Start-To-Start
Start-To-Finish
Finish-To-Finish

Finish-to-start relationship means the dependent activity cannot start until the first activity is finished. Th

Longest path through the network diagram is called the critical path. The activities on the critical paths a
 Lags are inserted waiting times in between tasks. For example Task B cannot start until three days after t

Slack or Float is the amount of time a task can be delayed without delaying the project. Tasks on the criti

Critical Path Method (CPM) has the following characteristics.

One time estimate per activity
It can be drawn only using AOA diagrams
Can have dummy events

Program Evaluation and Review Technique (PERT) has the following characteristics.
PERT utilizes more information than CPM as it considers the "Pessimistic" and "Optimistic" values in add
Mean = (P + 4M + O)/6
Standard Deviation = (P-O)/6
Variance = ((P-O)/6)2
Here P is the pessimistic estimate, O is the optimistic estimate and M is the most likely estimate.

GERT is another type of network diagram. It can support looping.

If a project has more than one critical paths then the risk to the project increases.

Resource levelling refers to keeping the resources same across the duration of the project.

A Hammock Activity is a schedule or project planning term for grouping smaller subtasks that hang  betw

The sub tasks are not really related in a hierarchical sense. This
means that there is no fixed sequence of
tasks – any of these subtasks can be done at any time, but
there is no particular sequence. The objective is to group
dissimilar activities that must be performed to achieve an
overall goal, but their individual sequence is not important or
logical.

Tools and Technique detail explana

1 Plan Schedule Management

.1 Expert judgment

.2 Analytical techniques

.3 Meetings
2 Define Activities

.1 Decomposition

.2 Rolling wave planning

.3 Expert judgment

3 Sequence Activities

.1 Precedence diagramming method (PDM)

.2 Dependency determination

.3 Leads and lags

4 Estimate Activity Resources

.1 Expert judgment
.2 Alternative analysis
.3 Published estimating data
 .4 Bottom-up estimating

.5 Project management software

5 Estimate Activity Durations

.1 Expert judgment

.2 Analogous estimating

.3 Parametric estimating

.4 Three-point estimating

.5 Group decision-making techniques

.6 Reserve analysis

6 Develop Schedule
.1 Schedule network analysis
.2 Critical path method

.3 Critical chain method

.4 Resource optimization techniques

.5 Modeling techniques
.6 Leads and lags
.7 Schedule compression
.8 Scheduling tool

Graphical Evaluation and Review Technique, commonly known

as GERT, is a network analysis technique used in project
management that allows probabilistic treatment both network
logic and estimation of activity duration. The technique was first
described in 1966 by Dr. Alan B. Pritsker of Purdue University
and WW Happ.[1][2]

Compared to other techniques, GERT is only rarely used in

complex systems. Nevertheless, the GERT approach addresses
the majority of the limitations associated with PERT/CPM
technique. GERT allows loops between tasks. The fundamental
drawback associated with the GERT technique is the complex
programme (Monte Carlo simulation) required to model the
GERT system. Development in GERT includes Q-GERTS -
allowing the user to consider queuing within the system.

Activity A starts before Activity B finishes. New system must start before you can finish (shut down) the o

SS (Start-to-start)
Fast Tracking
SF (Start-to-finish)
FF (Finish-to-finish)
Plan Schedule management
 Define Activities

Sequence Activities

ng a precedence diagram.
Estimate Activity Duration
quired to ensure timely completion of the project.

ct Time Management.

and their dates in a graphical fashion.

only major events.

heir dependencies. Network diagrams can be used to perform critical path analysis.

ed to display four type of relationship between activities. These are

vity cannot start until the first activity is finished. This is the most common way to represent relationships between activities.

he critical path. The activities on the critical paths are called critical activities.
 example Task B cannot start until three days after task A completes.

ayed without delaying the project. Tasks on the critical path have zero float.

s the following characteristics.

ers the "Pessimistic" and "Optimistic" values in addition to the "Most Likely" value in its calculations. The following are formulae used by P

estimate and M is the most likely estimate.

port looping.

risk to the project increases.

me across the duration of the project.

g term for grouping smaller subtasks that hang  between two dates.

Tools and Technique detail explanation:

The Plan Schedule Management process may

involve
choosing strategic options to estimate and schedule
the Project
Decomposition is a technique used for dividing and
subdividing the
project scope and project deliverables into smaller,
more manageable parts

Rolling wave planning is an iterative planning

technique in which the work to be
accomplished in the near term is planned in detail,
while the work in the future is planned at a higher
level

The precedence diagramming method (PDM) is a

technique used for constructing a schedule model
in which activities are represented by nodes and are
graphically linked by one or more logical
relationships to show the sequence in which the
activities are to be performed

Dependencies may be characterized by the following

attributes: mandatory or discretionary, internal or
external

A lag is the amount of time

A lead is the amount of time whereby a successor whereby a successor activity will
activity can be advanced with respect to a be delayed with respect to a
predecessor activity. predecessor activity
Bottom-up estimating is a method of estimating
project duration or cost by aggregating the
estimates of the lower-level components of the WBS

Used when there is limited

Analogous estimating is a technique for estimating information regarding your current
the duration or cost of an activity or a project using project, an analogous estimate is
historical data from a similar activity or project. It is considered “top-down” and is
a gross value estimating approach, sometimes generally not as accurate as other
adjusted for known differences in project complexity estimating techniques

Parametric estimating is an estimating technique in

which an algorithm is used to calculate cost or
duration based on historical data and project
parameters. Parametric estimating uses a statistical
relationship between historical data and other
variables to calculate an estimate for activity
parameters, such as cost, budget, and duration.
• Beta Distribution (from the
• Triangular Distribution. tE = (tO + tM + tP) / 3 traditional PERT technique). tE =
(tO + 4tM + tP) / 6

Duration estimates may include contingency

reserves, sometimes referred to as time reserves or
buffers, into the project schedule to account for
schedule uncertainty. Contingency reserves are the
estimated duration within the schedule baseline,
which is allocated for identified risks that are
accepted and for which contingent or mitigation
responses are developed.
 The critical chain method (CCM) is a schedule
method that allows the project team to place
buffers on any project schedule path to account for
limited resources and project uncertainties.
• Resource leveling • Resource Smoothing
• What-If Scenario Analysis • Simulation

• Crashing • Fast tracking

m must start before you can finish (shut down) the old system.
ween activities.
ing are formulae used by PERT
Analogous Estimating vs Parametric Estimating
Two estimating techniques that may appear on the PMP, CAPM, PMI-SP, and PMI-RMP exams are analogous estima

Analogous Estimating
Analogous estimating uses a similar past project to estimate the duration or cost of your current project, thus the ro

Used when there is limited information regarding your current project, an analogous estimate is considered “top-do

Because the project manager’s, and possibly the team’s, experience and judgment are applied to the estimating pro
For example, if it cost $7,100 to develop a website a few months ago and you are responsible for developing a new

Parametric Estimating
Parametric estimating, a more accurate technique for estimating cost and duration, uses the relationship between

Essentially, a parametric estimate is determined by identifying the unit cost or duration and the number of units req

The measurement must be scalable in order to be accurate.

For example, if it took me two hours to mow my one acre yard last week and this week I’m mowing four acres, I cou

However, if the first one hour was spent transporting my tractor and preparing it to mow, the estimate would need

Example
You are the project manager for the annual Earth Day 5k road race, with three primary components: marketing, reg

For marketing, there will be 500 flyers printed up at a cost $0.20 each.
It took two weeks for the flyers to be printed for last year event, so you estimate two weeks for the printing of the

Last year it took one week to design the on-line registration form and the cost to host the registration website was

There will be four people used to coordinate the race. Each resource will be paid $25 per hour and they will be wor

Marketing
Cost: $100 for brochures (parametric estimating 500 x $0.20)
Duration: two weeks (analogous)

Registration
Cost: $850 (analogous)
Duration: one week (analogous)

Coordination
Cost: $700 (parametric estimating  4 x $25 x 7)
Duration: 7 hours (analogous)

Summary
Similarities between analogous and parametric estimating:

Can be used for both duration and cost estimating

Essentially a combination of historical information (leveraging past projects/activities) and expert judgment
Differences between analogous and parametric estimating:

Analogous is considered top-down and is less accurate than parametric. Analogous estimating uses an “analogy”
Parametric is more accurate, specifically when the underlying data is scalable. Parametric uses a relationship bet
Funding limit Reconciliation

Cost budgeting is very important in project management. It is the aggregation of the estimated costs of individual tasks to esta

There are different tools that allow project managers to do cost budgeting and one of the methods is the funding limit reconci

Most organizations usually have limited resources to fund their projects and this affects the cash flow of the entire organizatio

For instance, if a project manager has outsourced part of a project and the vendor delivers the work in the first quarter   but
payment was planned for in the second quarter, the project manager do not have any funds to pay for the services
rendered by the vendor for the first quarter. Thus, the funding limit reconciliation is used to prevent the large variation in
the expenditure of the funds for the project to allow the project manager to pay the vendor.

This particular project management technique often leads to the revision of the schedule as well as the allocation of the
resources. This, the budget does not only impact the cost but also the scope of work and the schedule.
 gous Estimating vs Parametric Estimating
mating techniques that may appear on the PMP, CAPM, PMI-SP, and PMI-RMP exams are analogous estimating and parametric estimating.

gous Estimating
s estimating uses a similar past project to estimate the duration or cost of your current project, thus the root of the word: analogy.

n there is limited information regarding your current project, an analogous estimate is considered “top-down” and is generally not as accu

he project manager’s, and possibly the team’s, experience and judgment are applied to the estimating process, it is considered a combina
 ple, if it cost $7,100 to develop a website a few months ago and you are responsible for developing a new similar website, you estimate it

metric Estimating
c estimating, a more accurate technique for estimating cost and duration, uses the relationship between variables to calculate the cost or

y, a parametric estimate is determined by identifying the unit cost or duration and the number of units required for the project or activity.

urement must be scalable in order to be accurate.

ple, if it took me two hours to mow my one acre yard last week and this week I’m mowing four acres, I could estimate that it will take eigh

if the first one hour was spent transporting my tractor and preparing it to mow, the estimate would need to be scaled appropriately: 1 ho

he project manager for the annual Earth Day 5k road race, with three primary components: marketing, registration, and race-day coordina

eting, there will be 500 flyers printed up at a cost $0.20 each.

o weeks for the flyers to be printed for last year event, so you estimate two weeks for the printing of the brochures for this event.

t took one week to design the on-line registration form and the cost to host the registration website was $850.00 You estimate the same

be four people used to coordinate the race. Each resource will be paid $25 per hour and they will be working an estimated seven hours, b

0 for brochures (parametric estimating 500 x $0.20)

two weeks (analogous)

0 (analogous)
one week (analogous)

0 (parametric estimating  4 x $25 x 7)

7 hours (analogous)

es between analogous and parametric estimating:

used for both duration and cost estimating

ally a combination of historical information (leveraging past projects/activities) and expert judgment
ces between analogous and parametric estimating:

ous is considered top-down and is less accurate than parametric. Analogous estimating uses an “analogy” – comparing a past similar proje
etric is more accurate, specifically when the underlying data is scalable. Parametric uses a relationship between variables (a unit cost/dura
Burn Rate = 1/CPI
c estimating. Both estimating techniques can be used to determine both project cost and project durations.

ly not as accurate as other estimating techniques.

ed a combination of historical information and expert judgment.

u estimate it to cost $7,100.

e the cost or duration.

ct or activity.

will take eight hours to mow.

priately: 1 hour for transporting and then four hours to mow, for a total of five hours.

day coordination.

te the same this year.

even hours, based on the race last year.

t similar project to your current project.
nit cost/duration and the number of units) to develop the estimate
% Completed Actual is the percentage of
work which was actually completed.

% Completed Actual = Actual Costs/Estimate At

Complete
McGregor belives that all workers fit into one of two groups: X and Y.

Theory X:
Manger who accept this thory believe that people need to be watched every minute. People ar incapable, avoid responsibl

Theory Y:
Manager who accept this theory believe that people are willing to work without supervision and want to achieve. People ca

Ouchi believes workers and management cooperate for the good fo the organisation. Everyone Wins!

Theory Z:
Workers are motivated by a sense of commitment, opportunity and advancement.
ar incapable, avoid responsiblility and avoid work whenenver possible.

and want to achieve. People can direct their own efforts.

Line of Balance (LOB) is a management control process for collecting, measuring and presenting facts relating to tim

1. Comparing actual progress with a formal objective plan.

2. Examining only the deviations from established plans, and gauging their degree of severity with respect to the
3. Receiving timely information concerning trouble areas and indicating areas where appropriate corrective actio
4. Forecasting future performance.

The LOB itself is a graphic device that enables a manager to see at a single glance which activities of
an operation are “in balance” – i.e., whether those which should have been completed at the time
of the review actually are completed and whether any activities scheduled for future completion
are lagging behind schedule. The LOB chart comprises only one feature of the whole philosophy
which includes numerous danger signal controls for all the various levels of management
concerned.

To do LOB, the following is needed: [1]

 1. A contract schedule, or objective chart;
2. A production plan or lead-time chart for the production process itself;
3. Control points cumulative inventories; and
4. A program status chart on which to plot LOB and the cumulative quantities of units that have passed through

Remember that the shape of the LOB will change over time, especially if the production process has
a beginning and an end. Remember, too, that LOB charts show where a problem is, but not
necessarily why the problem exists or what the solution is.

Also known as linear scheduling method(LSM)

everity with respect to the remainder of the project.
ppropriate corrective action is required.
that have passed through the control points of the assembly/production process.