PMP -Btased on PMBOK 6" Edition Important Notes _Ver-1 PMP-Based on PMBOK 6" edition NOTE Vert 1- Product scope (The features and functions that characterize a product, service, or result) 2. Completion of the product scape( is measured against the product requirements) 3- Project scope (The work performed to deliver a product, service, or result with the specified features and functions) 4- Completion of the project scope is measured against the project management plan. 5- Law of diminishing returns(a point will eventually be reached at which additions of that one factor start to yield progressively smailer or diminishing increases in output) 6 Person who can change /update charter (sponsor) * 7. The team charter (is a document that establishes the team values, agreements, and ‘operating guidelines for the team) 8. A bubble chart( displays three dimensions of data, where each risk is plotted as a disk (bubble) 9+ Organize or grouping or classifying Ideas! information (Affinity diagram) 10-Ranking Idea by (Brainstorming +Voting) (Nominal group technique) 11-Proiect terminated because problem in credit in the bank (Fundina Limit Reconciliation) 12- Long-term resolution (Problem solving) Win-Win 13- One of Stakeholder not received reports and others received (Review the communication management plan) 14- Greatest potential Risk to your project (Tornado Diagram) 45- Insurance, guarantee, Fixed price contract, performance bond (Transfer) 46- The contract will span multiple years and allow for final price adjustments based on changing conditions (Fixed Price with Economic Price Adjustment) 17- Links product requirements from their origin to the deliverables, provides BIStUGHIE for manag TEES (Requirements traceability matrix) 18- Discuss the Strategic Direction (the sponsor) 19. Discuss the implementation strategy (PM) 20- Training is an example of (Prevention cost), Least flexibility (Critical Path Method) 21- Stability process, control limits or 7 rules (control charts), 22. Determine true magnitude (WBS),23- Uncontrolled changes (scope creep), 24- Estimate the cost of quality in a process (flow chart) 25- Relation problems (stakeholder engagement plan) 26- Information problems- Escalation (communication management plan) 27- Active acceptance (contingency reserves) 28- Formal acceptance (validate scope), Final acceptance (close project or phase) 29- Estimating cost using WBS (bottom-up estimating) 30- Linked to potential problems, root causes (cause and defect diagram) 31- The point where budget is compared to earned value for performance measurements (control accounts) 32- Statistical relationships between the historical data and other variables (parametric estimating) 33- CPIF contracts (sharing ratio), Fixed Price (risk on seller), Cost plus (risk on buyer) 34- Risk appetite (willing, @ reward), Risk tolerance (withstand) 35- Risk threshold ( level of uncertainty, level of impact, LIMITS) 36: Team development (Fotming (work independently, not open, meets and learn) |SIBAIRG (begins to understand the project work, not collaborative, open to differing ideas, counterproductive) (NGFMIAD (oegins to work together, trust to each other's) Performing (work as a well-organized unit, reach maximum performance, interdependent, smoothly and effectively) ‘(Adjalifning (completes the work) 37- Discover the underlying causes for RISK (Root cause analysis) 38- Resource smoothing (no affecting the entical path) 39- Resource leveling (may impact the critical path) 40- Project boundaries (a point in time that a project is authorized to its completion) 41- Issue log (current issue, problems) 42. Project performance appraisal individual team member's performance) 43- Team performance assessment (assessment of project team's effectiveness)44- discretionary dependency (Soft logic. preferred logic, preferential logic. ) 45- Mandatory dependencies, ( legally or contractually required - as hard logic or hard dependencies) 46- External dependencies (relationship between project activities and non-project activities} 47 Internal dependencies (involve a precedence relationship between project activities) 48- Balanced matrix (both functional and project managers share the responsibility) 49- Develop team (Recognition and rewards, training) 50- Corrective action (realign- bring inline), Preventive action (align-ensure future) 51- Prototype (Risk mitigation)-early feedback 52 Identify best practices, generate ideas for improvement, and provide a basis for measuring performance (Benchmarking) 53- Hypothesis (assumption analysis) , Objectives, Goals (Project Charter) 54- Investigates the likelihood (Risk probability and impact assessment) 55- Eliminate the threats, changing the PM plan, extending the schedule, changing the strategy, or reducing scope (Avoid) 56- Shift the impact of a threats, insurance, performance bonds, warranties (Transfer) 57- Reduce the probability or impact, adopting less complex processes, tests, choosing supplier, prototype (Mitigate) 58- Not action, document only (Passive acceptance) 59- Wishes to ensure that the opportunity is realized, most talented resources (Exoloit) 60- Increase the probability, adding more resources to an activity to finish early (Enhance) 61- Luncheon meetings, informal conversations (meetings, events, trade conferences and symposia) (Networking) 62- Ground rules responsibility (Al project team members) 63° Conflict management ~ Withdraw/Avoid (retreating. postponing the issue to be repeated or solved by others) “'Smooth/Accommodate (emphasizing area of agreement, conceding one position, maintain harmony and relationships) Compromise/Reconcile (some degree of satisfaction, temporarily or partially) “Force/Direct (pushing one’s viewpoint, win-lose, emergency) * Collaborate/Problem Solve (incorporating multiple viewpoints, open dialogue, consensus and commitment) 64- Which items should or not should go through the change control process (Configuration management plan)65- Define the process for managing changes in the project (Change management plan) (66: Collect requirements ** Interviews (directly, confidential information, spontaneous questions) “Focus groups (prequalified stakeholders, SME, trained moderator) “*Facilitated workshops (key stakeholders, build trust, foster relationship, improve communication, issues can discovered earlier, JAD, QFD, User stories) Group creativity techniques “Brainstorming (generate and collect) “Nominal group technique (enhances brainstorming, Voting, Ranking and Prioritize) “*Affinity diagram (large numbers, classified into grouSs) “Idea/mind mapping (generate new ideas) **Multicriteria decision analysis (decision matrix, evaluate and rank many ideas) “Questionnaires and surveys (quickly accumulate information from a large number of respondents, geographically dispersed) “Observations (difficulty or are reluctant to articulate requirements, job shadowing, hidden requirements) “Prototypes (early feedback, mock-up creation, storyboarding, pilot) “Benchmarking (comparing, generate ideas for improvement, basis for measuring performance) 67- Document analysis (elicit requirements by analyzing existing documentations such as business plans, agreements, laws, codes) 68- Requirement traceability matrix (Link product requirements from their ori ‘ensure that each requirement adds business value, provides a structure for managing changes to the product scope, test scenarios) 69- Control quality is generally performed before Validate scope, although the two processes may be performed in parallel 70- Validate scope (concemed with acceptance of the deliverables) 71- Control quality (concemed with correctness of the deliverables) 72- Variance analysis (determining the cause and degree of difference between the baseline and actual performance) 73- During the contract life cycle, the seller can be viewed first as a bidder, then as aselected source, and then as the contracted supplier or vendor 74- A Risk Breakdown Structure (RBS) lists identified project risks hierarchically by risk category and sub-category. It can be used to identify the various areas and causes of potential risks, The lowest level in the RBS can be used as a basic risk checklist to cover all identified risks 75- Activity duration estimates are quantitative assessments of the likely work periods to complete an activity. They do not contain any lag or lead information 76- The project management team must ensure that all team members act professionally and behave ethically 77- The key stakeholders are the subset of the project stakeholders that are in a decision-making position 78- Daily Scrum Meeting: A short meeting to allow the team to plan their day ‘+ The daily scrum is also known asa stand-up meeting, this is a 15-minute timeboxed meeting ‘+ The dally scrum is held every day at the same time and location 79- Sprint Planning Meeting: Project team needs to discuss the goals of the upcoming sprint + Team discusses how the work will be accomplished + Product owner reviews with the team items in the updated backlog * Development team defines how the work will be done in the goals of the sprint will be achieved 80- Sprint Review: Hosted at the end of every sprint, Attendees will be the development team, the product owner, scrum, master, and sometimes other project stakeholders * The development team will demo the work created in the increment * The group will decide if “Done” has been achieved, The development team and the product owner will discuss the sprint and the remaining items in the product backlog 1. Team demonstrates completed work,2. An opportunity to “inspect and adapt” 3. Preparation isrminimal and lightweight,a, Praduct Owner accepts or rejects output 5. Stakeholders attend ‘ 81- Sprint Retrospective: * The development team meeting posted after the sprint review, but before the next sprint planning meeting + Thisis a meeting to inspect an adapt, « Lessons learned and opportunities for improvement + Review of the product owner's feedback about the last iteration, « An opportunity to improve on their approach based on the retrospective and the last sprint ead nereit This report shows a comparison between the current performance of the project and the last performance of the project during the same time duration.For example, it can be compared monthly, quarterly, semi-annually or annually. This report examines project performance over time to see ifit is improving or degrading. Manaus Repos This report shows a comparison between the planned progress and actual progress made. Forecasting Report This report states what is expected to happen on a project. This report predicts the future performance and the expected status of the project in various parameters. This helps in tracking and allocation of resources for better utilization. Status ceports: This gives the current state of a project at any given time. This kind of report describes where the project stands at that moment with regards to the performance measurement baseline. Using this, managers can also get the current snapshot of the project with respect to the scope, time, cost, and quality parameters. Verified deliverabic=—=> a, pies.or Drange requests.1- Very important: Cost of Conformance Cost of Nonconformance Internal Failure Costs: (Falluros found by the proseet) = Rework, + Scrap External Failure Costs (aliurs found by the customer) Prevention Costs: (Bulda qual proouer) 1 Trining * Document processes Equipment + Time todo light Appraisal Costs (deseas the qualry) + Testing + Destructive testing fos 1D lenometionss Money spent during ang after the oraject because of faltures + Warranty work > Lost business Money spent during the prosect to avold falaros lowe 8-5. cost of Quality My Courses available on Udemy: PMP Practice Real Exams 2020-PMBOK6th Edition _Agile: com/cours: fi edition- agile/?referralCode=95687667F C73F 16F6815 PMP-Practice Exams by Knowledge Area: httos:/www.udemy.com/course/pmp-practice-exams-by-knowledge- atea/2referralCode=F07SDSD5CEES0a05359