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Version 5 is out, and this applies for the now older version 4 PMP exam. I will not likely update this, but if someone is interested in completing or revising this to version 5 standards let me know.

Version 5 is out, and this applies for the now older version 4 PMP exam. I will not likely update this, but if someone is interested in completing or revising this to version 5 standards let me know.

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Pmp prep v4 Pmp prep v4 Presentation Transcript

  • Test_Tracker Date Test Source Location | URL Score1 Score2 Score3PMP Prep_v4.xlsx Page 1 of 57 PMP Prep_v4.xlsx
  • Test_Tracker Date Test Source Location | URL Score1 Score2 Score3PMP Prep_v4.xlsx Page 2 of 57 PMP Prep_v4.xlsx
  • Process_Groups-Knowledge_Areas KNOWLEDGE AREAS INITIATING PLANNING EXECUTING MONITORING & CONTROLLING CLOSING IPECAC Project Integration Develop Project Charter Develop Project Management Plan Direct and Management Project Execution Monitor & Control Project Work Close Project or Phase Management Perform Integrated Change Control Project Scope Collect Requirements Verify Scope Management Define Scope Control Scope Create WBS Project Time Management Define Activities Control Schedule Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Project Cost Management Estimate Costs Control Costs Determine Budget Project Quality Plan Quality Perform Quality Assurance Perform Quality Control Management Project Human Resource Develop Human Resources Plan Acquire Project Team Management Develop Project Team Manage Project Team Project Communications Identify Stakeholders Plan Communications Distribute Information Report Performance Management Manage Stakeholder Expectations Project Risk Management Plan Risk Management Monitor & Control Risks Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Project Procurement Plan Procurements Conduct Procurements Administer Procurements Close Procurements Management I Saw Two Crows Quietly Having Coffee and Reading PoetryPMP Prep_v4.xlsx 3 of 57 1/7/2013
  • Process_Groups-Knowledge_Areas KNOWLEDGE AREAS INITIATING PLANNING EXECUTING MONITORING & CONTROLLING CLOSING TOTAL Project Integration 1 1 1 2 1 6 Management Project Scope 3 2 5 Management Project Time Management 5 1 6 Project Cost Management 2 1 3 Project Quality 1 1 1 3 Management Project Human Resource 1 3 4 Management Project Communications 1 1 2 1 5 Management Project Risk Management 5 1 6 Project Procurement 1 1 1 1 4 Management TOTAL 2 20 8 10 2 42PMP Prep_v4.xlsx 4 of 57 1/7/2013
  • Process_Groups-Knowledge_Areas KNOWLEDGE AREAS INITIATING PLANNING EXECUTING MONITORING & CONTROLLING CLOSING Project Integration Management Project Scope N/A N/A N/A Management Project Time Management N/A N/A N/A Project Cost Management N/A N/A N/A Project Quality N/A N/A Management Project Human Resource N/A N/A N/A Management Project Communications N/A Management Project Risk Management N/A N/A N/A Project Procurement N/A ManagementPMP Prep_v4.xlsx 5 of 57 1/7/2013
  • Process_Groups-Knowledge_AreasPMP Prep_v4.xlsx 6 of 57 1/7/2013
  • Project Integration Management Diagram is fully editable in Microsoft VisioPMP Prep_v4.xlsx Page 7 of 57 PMP Prep_v4.xlsx
  • INPUTS - OUTPUTS INPUTS PROCESS OUTPUTS PROCESS GROUPProject Statement of Work (SOW) Develop Project Charter Project CharterBusiness CaseContract INITIATINGEnterprise Environmental Factors (EEF)Organizational Process Assets (OPA)Project Charter Identify Stakeholders Stakeholder RegisterProcurement Documents Stakeholder Management Strategy INITIATINGEnterprise Environmental FactorsOrganizational Process AssetsProject Charter Develop Project Management Plan Project Management Plan (PMP)Outputs from Planning Processes PLANNINGEnterprise Environmental FactorsOrganizational Process AssetsProject Charter Collect Requirements Requirements DocumentationStakeholder Register Requirements Management Plan (RMP) PLANNING Requirements Traceability Matrix (RTM)Project Charter Define Scope Project Scope StatementRequirements Documentation Project Document Updates PLANNINGOrganizational Process AssetsProject Scope Statement Create WBS WBSRequirements Documentation WBS Dictionary PLANNINGOrganizational Process Assets Scope Baseline Project Document UpdatesScope Baseline Define Activities Activity ListEnterprise Environmental Factors Activity Attributes PLANNINGOrganizational Process Assets Milestone ListActivity List Sequence Activities Project Schedule Network DiagramsActivity Attributes Project Document UpdatesMilestone List PLANNINGProject Scope StatementOrganizational Process AssetsPMP Prep_v4.xlsx 8 of 57 1/7/2013
  • INPUTS - OUTPUTS INPUTS PROCESS OUTPUTS PROCESS GROUPActivity List Estimate Activity Resources Activity Resource RequirementsActivity Attributes Resource Breakdown StructureResource Calendars Project Document Updates PLANNINGEnterprise Environmental FactorsOrganizational Process AssetsActivity List Estimate Activity Duration Activity Duration EstimatesActivity Attributes Project Document UpdatesActivity Resource RequirementsResource Calendars PLANNINGProject Scope StatementEnterprise Environmental FactorsOrganizational Process AssetsActivity List Develop Schedule Project ScheduleActivity Attributes Schedule BaselineProject Schedule Network Diagrams Project Document UpdatesActivity Resource RequirementsResource Calendars PLANNINGActivity Duration EstimatesProject Scope StatementEnterprise Environmental FactorsOrganizational Process AssetsScope Baseline Estimate Costs Activity Cost EstimatesProject Schedule Basis of EstimatesHuman Resource Plan Project Document Updates PLANNINGRisk RegisterEnterprise Environmental FactorsOrganizational Process AssetsActivity Cost Estimates Determine Budget Cost Performance BaselineBasis of Estimates Project Funding RequirementsScope Baseline Project Document UpdatesProject Schedule PLANNINGResource CalendarsContractsOrganizational Process AssetsPMP Prep_v4.xlsx 9 of 57 1/7/2013
  • INPUTS - OUTPUTS INPUTS PROCESS OUTPUTS PROCESS GROUPScope Baseline Plan Quality Quality Management PlanStakeholder Register Quality MetricsCost Performance Baseline Quality ChecklistsSchedule Baseline Process Improvement Plan PLANNINGRisk Register Project Document UpdatesEnterprise Environmental FactorsOrganizational Process AssetsActivity Resource Requirements Develop Human Resources Plan Human Resource PlanEnterprise Environmental Factors PLANNINGOrganizational Process AssetsStakeholder Register Plan Communications Communications Management PlanStakeholder Management Strategy Project Document Updates PLANNINGEnterprise Environmental FactorsOrganizational Process AssetsProject Scope Statement Plan Risk Management Risk Management Plan (RMP)Cost Management PlanSchedule Management Plan PLANNINGCommunications Management PlanEnterprise Environmental FactorsOrganizational Process AssetsRisk Management Plan Identify Risks Risk RegisterActivity Cost EstimatesActivity Duration EstimatesScope BaselineStakeholder RegisterCost Management Plan PLANNINGSchedule Management PlanQuality Management PlanProject DocumentsEnterprise Environmental FactorsOrganizational Process AssetsRisk Register Perform Qualitative Risk Analysis Risk Register UpdatesRisk Management Plan PLANNINGProject Scope StatementOrganizational Process AssetsPMP Prep_v4.xlsx 10 of 57 1/7/2013
  • INPUTS - OUTPUTS INPUTS PROCESS OUTPUTS PROCESS GROUPRisk Register Perform Quantitative Risk Analysis Risk Register UpdatesRisk Management PlanCost Management Plan PLANNINGSchedule Management PlanOrganizational Process AssetsRisk Register Plan Risk Responses Risk Register UpdatesRisk Management Plan Risk-related Contract Decisions PLANNING Project Management Plan Updates Project Document UpdatesScope Baseline Plan Procurements Procurement Management PlanRequirements Documentation Procurement Statements of Work (SOW)Teaming Agreements Make or Buy DecisionsRisk Register Procurement DocumentsRisk-related Contract Decisions Source Selection CriteriaActivity Resource Requirements Change Requests PLANNINGProject ScheduleActivity Cost EstimatesCost Performance BaselineEnterprise Environmental FactorsOrganizational Process AssetsProject Management Plan Direct and Management Project Execution DeliverablesApproved Change Requests Work Performance InformationEnterprise Environmental Factors Change Requests EXECUTINGOrganizational Process Assets Project Management Plan Updates Project Document UpdatesProject Management Plan Perform Quality Assurance Organizational Process Assets UpdatesQuality Metrics Change Requests EXECUTINGWork Performance Information Project Management Plan UpdatesQuality Control Measurements Project Document UpdatesProject Management Plan Acquire Project Team Project Staff AssignmentsEnterprise Environmental Factors Resource Calendars EXECUTINGOrganizational Process Assets Project Management Plan UpdatesProject Staff Assignments Develop Project Team Team Performance AssessmentsProject Management Plan Enterprise Environmental Factors Updates EXECUTINGResource CalendarsPMP Prep_v4.xlsx 11 of 57 1/7/2013
  • INPUTS - OUTPUTS INPUTS PROCESS OUTPUTS PROCESS GROUPProject Staff Assignments Manage Project Team Enterprise Environmental Factors UpdatesProject Management Plan Organizational Process Assets UpdatesTeam Performance Assessments Change Requests EXECUTINGPerformance Reports Project Management Plan UpdatesOrganizational Process AssetsProject Management Plan Distribute Information Organizational Process Assets UpdatesPerformance Reports EXECUTINGOrganizational Process AssetsStakeholder Register Manage Stakeholder Expectations Organizational Process Assets UpdatesStakeholder Management Strategy Change RequestsProject Management Plan Project Management Plan Updates EXECUTINGIssue Log Project Document UpdatesChange LogOrganizational Process AssetsProject Management Plan Conduct Procurements Selected SellersProcurement Documents Procurement Contract AwardSource Selection Criteria Resource CalendarQualified Seller List Change RequestsSeller Proposals Project Management plan Updates EXECUTINGProject Documents Project Document UpdatesMake or Buy DecisionsTeaming AgreementsOrganizational Process AssetsProject Management Plan Monitor & Control Project Work Change RequestsPerformance Reports Project Management Plan Updates MONITORING & CONTROLLINGEnterprise Environmental Factors Project Document UpdatesOrganizational Process AssetsProject Management Plan Perform Integrated Change Control Change Requests Status UpdatesWork Performance Information Project Management Plan UpdatesChange Requests Project Document Updates MONITORING & CONTROLLINGEnterprise Environmental FactorsOrganizational Process AssetsPMP Prep_v4.xlsx 12 of 57 1/7/2013
  • INPUTS - OUTPUTS INPUTS PROCESS OUTPUTS PROCESS GROUPProject Management Plan Verify Scope Accepted DeliverablesRequirements Documentation Change Requests MONITORING & CONTROLLINGRequirements Traceability Matrix Project Document UpdatesValidated DeliverablesProject Management Plan Control Scope Work Performance MeasurementsWork Performance Information Organizational Process Assets UpdatesRequirements Documentation Change Requests MONITORING & CONTROLLINGRequirements Traceability Matrix Project Management Plan UpdatesOrganizational Process Assets Project Document UpdatesProject Management Plan Control Schedule Work Performance MeasurementsProject Schedule Organizational Process Assets UpdatesWork Performance Information Change Requests MONITORING & CONTROLLINGOrganizational Process Assets Project Management Plan Updates Project Document UpdatesProject Management Plan Control Costs Work Performance MeasurementsProject Funding Requirements Budget ForecastsWork Performance Information Organizational Process Assets Updates MONITORING & CONTROLLINGOrganizational Process Assets Change Requests Project Management Plan Updates Project Document UpdatesProject Management Plan Perform Quality Control Quality Control MeasurementsQuality Metrics Validated ChangesWork Performance Measurements Validated DeliverablesApproved Change Requests Organizational Process Assets Updates MONITORING & CONTROLLINGDeliverables Change RequestsOrganizational Process Assets Project Management Plan Updates Project Document UpdatesProject Management Plan Report Performance Performance ReportsWork Performance Information Organizational Process Assets UpdatesWork Performance Measurements Change Requests MONITORING & CONTROLLINGBudget ForecastsOrganizational Process AssetsPMP Prep_v4.xlsx 13 of 57 1/7/2013
  • INPUTS - OUTPUTS INPUTS PROCESS OUTPUTS PROCESS GROUPRisk Register Monitor & Control Risks Risk Register UpdatesProject Management Plan Organizational Process Assets UpdatesWork Performance Information Change Requests MONITORING & CONTROLLINGPerformance Reports Project Management Plan Updates Project Document UpdatesProcurement Documents Administer Procurements Procurement DocumentationProject Management Plan Organizational Process Assets UpdatesContract Change Requests MONITORING & CONTROLLINGPerformance Reports Project Management Plan UpdatesApproved Change RequestsWork Performance InformationProject Management Plan Close Project or Phase Final Product, Service, or Result TransitionAccepted Deliverables Organizational Process Assets Updates CLOSINGOrganizational Process AssetsProject Management Plan Close Procurements Closed Procurements CLOSINGProcurement Documentation Organizational Process Assets UpdatesPMP Prep_v4.xlsx 14 of 57 1/7/2013
  • Inputs-DefinitionINPUTS DEFINITIONAccepted Deliverables Those criteria , including performance requirements and essential conditions, which must be met before project deliverables are accepted [acceptance criteria].Activity Attributes Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.Activity Cost Estimates A quantitative assessment of the likely costs for resources required to complete the activity.Activity Duration Estimates A quantitative assessment of the likely number of work periods that will be required to complete an activity.Activity List A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understands what work is to be performed.Activity Resource Requirements The types and quantities of resources required for each activity in a work package. These requirements can then be aggregated to determine the estimated resources for each work package. The amount of detail and the level of specificity of the resource requirement descriptions can vary by application area.Approved Change Requests The documented, authorized changes to expand or reduce project scope. The approved change requests can also modify policies, the project management plan, procedures, costs, or budgets; or revise schedules. Approved change requests may require implementation of preventive or corrective actions.Basis of Estimates The amount and type of additional details supporting the cost estimate vary by application area; typically expressed as a range (e.g., + 10%).Budget Forecasts The approved estimate for the project or any work breakdown structure component or any schedule activity [budget].Business Case The business case or similar document provides the necessary information from a business standpoint to determine whether or not the project us worth the required investment. The business case is created as a result of one or more of the following: market demand, organizational need, customer request, technological advance, legal requirement, ecological impacts, or social need. In the case of multiphase projects, the business case may be periodically reviewed to ensure that the project is on track to deliver the business benefits. In the early stages of the project life cycle, periodic reviews of the business case by the sponsoring organization also helps to confirm that the project is still required.Change Log A change log is used to document changes that occur during a project. These changes and their impact to the project in terms of time, cost, and risk, must be communicated to the appropriate stakeholders.Change Requests Requests to expand or reduce the project scope, modify policies, processes, plans, or procedures, modify costs or budgets, or revise schedules.PMP Prep_v4.xlsx 15 of 57 1/7/2013
  • Inputs-DefinitionINPUTS DEFINITIONCommunications Management Plan The document that describes: the communication needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. The communication management plan is contained in, or is a subsidiary plan of, the project management plan .Contract(s) A contract is a mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it.Cost Management Plan The document that sets out the format and establishes the activities and criteria for planning, structuring, and controlling the project costs. The cost management plan is contained in, or is a subsidiary plan of, theproject management plan .Cost Performance Baseline A specific version of the time-phased budget used to compare actual expenditures to planned expenditures to determine if preventive or corrective action is needed to meet the project objectives.Deliverable(s) Any unique and verifiable product, results, or capability to perform a service that must be produced to complete a process, phase, or project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer. See alsoproduct and result .Enterprise Environmental Factors (EEF) Any or all external environmental factors and internal organizational factors that surround or influence the projects success. These factors are from any or all of the enterprises involved in the project, and include organizational culture and structure, infrastructure, existing resources, commercial databases, market conditions, and project management software.Human Resource Plan A document describing how roles and responsibilities, reporting relationships, and staffing management will be addressed and structured for the project. It is contained in or is a subsidiary plan of the project [management plan].Issue Log An issue log or action item log can be used to document and monitor the resolution of issues. It can be used to facilitate communication and ensure a common understanding of issues. A point or matter in question or in dispute that is not settled and is under discussion or over which there are opposing views or disagreements [issue].Make or Buy Decisions Make-or-buy decisions document the conclusions reached regarding what project products, services, or results will be acquired from outside the project organization, or will be performed internally by the project team.Milestone List A significant point or event in the project [milestone].PMP Prep_v4.xlsx 16 of 57 1/7/2013
  • Inputs-DefinitionINPUTS DEFINITIONOrganizational Process Assets (OPA) Any or all process related assets, from any or all of the organizations involved in the project that are or can be used to influence the projects success. These process assets include formal and informal plans, policies, procedures, and guidelines. The process assets also include the organizations knowledge bases such as lessons learned and historical information.Outputs from Planning Processes A product, result, or service generated by a process. May be an input to a successor process [output].Performance Reports Documents and presentations that provide organized and summarized work performance information, earned value management parameters and calculations, and analyses of project work progress and status.Procurement Documentation See Procurement Documents .Procurement Documents The documents used in bid and proposal activities, which include the buyers Invitation for Bid, Invitation for Negotiations, Request for Information, Request for Quotation, Request for Proposal, and sellers responses.Project Charter A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.Project Documents All documents and artifacts produced by the project team not otherwise included in the project management plan, or a subsidiary management plan [inferred]. Project documents include but are not limited to: assumptions log, work performance reports, earned value reports, network diagrams, baselines, and other project information proven to be valuable in identifying risks.Project Funding Requirements The total funds required [by project, phase, or incremental] are those included in the cost baseline, plus management reserves.Project Management Plan A formal, approved document that defines how the project is executed, monitored, and controlled. It may be a summary or detailed and may be composed of one or more subsidiary management plans and other planning documents.Project Schedule The planned dates for performing schedule activities and the planned dates for meeting schedule milestones.Project Schedule Network Diagrams Any schematic display of the logical relationships among the project schedule activities. Always drawn from left to right to reflect project work chronology.Project Scope Statement The narrative description of the project scope, including major deliverables, project assumptions, project constraints, and a description of work, that provides a documented basis for making future project decisions and for confirming or developing a common understanding of project scope among stakeholders.Project Staff Assignments A list of the project team members. Project staff assignment documents identify the people who are on the team [faces with spaces].Project Statement of Work (SOW) A narrative description of products, services, or results to be supplied [Statement of Work (SOW)].Qualified Seller List A listing of sellers who have been pre-screened for their qualifications and past experience, so that procurements are directed to only those sellers who can perform on any resulting contracts.PMP Prep_v4.xlsx 17 of 57 1/7/2013
  • Inputs-DefinitionINPUTS DEFINITIONQuality Control Measurements Quality control measurements are the results of quality control activities. They are used to analyze and evaluate the quality standards and processes of the performing organization.Quality Management Plan The quality management plan describes how the project management team will implement the performing organizations quality policy. The quality management plan is a component or subsidiary plan of the project management plan .Quality Metrics A quality metric is an operational definition that describes, in very specific terms, a project or product attribute and how the quality control process will measure it. A measurement is an actual value. The tolerance defines the allowable variations on the metrics.Requirements Documentation A condition or capability that must be met or possessed by a system, product, service, result, or component to satisfy a contract, standard, specification, or other formally imposed document. Requirements include the quantified and documented needs, wants, and expectations of the sponsor, customer, and other stakeholders [requirement].Requirements Traceability Matrix A table that links requirements to their origin and traces them throughout the project life cycle.Resource Calendar(s) A calendar of working days and nonworking days that determines those dates on which each specific resource is idle or can be active. Typically defines resource specific holidays and resource availability periods. See also project calendar .Risk Management Plan The document describing how project risk management will be structured and performed on the project. It is contained in or is a subsidiary plan of the project management plan. Information in the risk management plan varies by application area and project size. The risk management plan is different from the risk register that contains the list of project risks, the results of risk analysis, and the risk responses.Risk Register The document containing the results of the qualitative risk analysis, quantitative risk analysis, and risk response planning. The risk register details all identified risks, including description, category, cause, probability of occurring, impact(s) on objectives, proposed responses, owners, and current status.Risk-related Contract Decisions Decisions to transfer risk, such as agreements for insurance, services, and other items as appropriate. This may happen as a result of mitigating or transferring part or all of the threat or enhancing or sharing part or all of the opportunity. The contract type selected also provides a mechanism for sharing the risks.Schedule Baseline A specific version of the schedule model used to compare actual results to the plan to determine if preventive or corrective action is needed to meet the project objectives.Schedule Management Plan The document that establishes criteria and the activities for developing and controlling the project schedule. It is contained in, or is a subsidiary plan of, the project management plan .Scope Baseline An approved specific version of the detailed scope statement, work breakdown structure (WBS), and its associated WBS dictionary.PMP Prep_v4.xlsx 18 of 57 1/7/2013
  • Inputs-DefinitionINPUTS DEFINITIONSeller Proposals Documents prepared in response to a procurement document package; forms the basic set of information that will be used by an evaluation body to select one or more successful bidders (sellers).Source Selection Criteria Source selection criteria can include information on the suppliers required capabilities, capacity, delivery dates, product cost, life cycle cost, technical expertise, and the approach to the contract.Stakeholder Management Strategy The stakeholder management strategy defines an approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle. It includes elements such as: key stakeholders who can significantly impact the project, level of participation in the project desired for each identified stakeholder, and stakeholder groups and their management (as groups). Person or organization (e.g., customer, sponsor, performing organization, or the public) that is actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. A stakeholder may also exert influence over the project and its deliverables [stakeholder].Stakeholder Register The stakeholder register is used to identify stakeholders that can provide information on detailed project and product requirements. This contains all details related to the identified stakeholders including, but not limited to: identification information, assessment information, and stakeholder classification.Team Performance Assessments The performance of a successful team is measured in terms of technical success according to agreed-upon project objectives, performance on project schedule (finished on time), and performance on budget (finished within financial constraints). The evaluation of a teams effectiveness may include indicators such as: improvements on skills that allow individuals to perform assignments more effectively, improvements in competencies that help the team perform better as a team, reduced staff turnover rate, and increased team cohesiveness where team members share information and experiences openly and help each other to improve the overall project performance.Teaming Agreements Teaming agreements are legal contractual agreements between two or more entities to form a partnership or joint venture, or some other arrangement as defined by the parties. Whenever the new business opportunity ends, the teaming agreement also ends,Validated Deliverables The assurance that a product, service, or system meets the needs of the customer and other identified stakeholders. It often involves acceptance and suitability with external customers. Contrast with verification [validation ].Work Breakdown Structure (WBS) A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project.PMP Prep_v4.xlsx 19 of 57 1/7/2013
  • Inputs-DefinitionINPUTS DEFINITIONWork Performance Information Information and data, on the status of the project schedule activities being performed to accomplish the project work, collected as part of the direct and manage project execution processes. Information includes: status of deliverables; implementation status for change requests, corrective actions, preventive actions, and defect repairs; forecasted estimates to complete; reported percent of work physically completed; achieved value of technical performance measures; start and finish dates of schedule activities.Work Performance Measurements Measurements can include planned versus actual technical performance or other scope performance information. This information is documented and communicated to stakeholders. Work performance information is used to generate project activity metrics to evaluate actual progress compared to planned progress. The metrics include, but are not limited to: planned versus actual schedule performance, planned versus actual cost performance, and planned versus actual technical performance.PMP Prep_v4.xlsx 20 of 57 1/7/2013
  • Outputs-DefinitionOUTPUTS DEFINITIONAccepted Deliverables Those criteria , including performance requirements and essential conditions, which must be met before project deliverables are accepted [acceptance criteria].Activity Attributes Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.Activity Cost Estimates A quantitative assessment of the likely costs for resources required to complete the activity.Activity Duration Estimates A quantitative assessment of the likely number of work periods that will be required to complete an activity.Activity List A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understands what work is to be performed.Activity Resource Requirements The types and quantities of resources required for each activity in a work package. These requirements can then be aggregated to determine the estimated resources for each work package. The amount of detail and the level of specificity of the resource requirement descriptions can vary by application area.Basis of Estimates The amount and type of additional details supporting the cost estimate vary by application area; typically expressed as a range (e.g., + 10%).Budget Forecasts The approved estimate for the project or any work breakdown structure component or any schedule activity [budget].Change Requests Requests to expand or reduce the project scope, modify policies, processes, plans, or procedures, modify costs or budgets, or revise schedules.Change Requests Status Updates Approved, rejected, or other tracking of change requests in the project management information system or integrated change control process, management, or system.Closed Procurements The process of completing each project procurement (i.e., contracts)Communications Management Plan The document that describes: the communication needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. The communication management plan is contained in, or is a subsidiary plan of, the project management plan .Cost Performance Baseline A specific version of the time-phased budget used to compare actual expenditures to planned expenditures to determine if preventive or corrective action is needed to meet the project objectives.PMP Prep_v4.xlsx 21 of 57 1/7/2013
  • Outputs-DefinitionOUTPUTS DEFINITIONDeliverables Any unique and verifiable product, results, or capability to perform a service that must be produced to complete a process, phase, or project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer. See alsoproduct and result .Enterprise Environmental Factors Updates Any or all external environmental factors and internal organizational factors that surround or influence the projects success. These factors are from any or all of the enterprises involved in the project, and include organizational culture and structure, infrastructure, existing resources, commercial databases, market conditions, and project management software.Final Product, Service, or Result Transition The result(s) of the project or phase transferred to either a customer or operationsHuman Resource Plan A document describing how roles and responsibilities, reporting relationships, and staffing management will be addressed and structured for the project. It is contained in or is a subsidiary plan of the project [management plan].Make or Buy Decisions Make-or-buy decisions document the conclusions reached regarding what project products, services, or results will be acquired from outside the project organization, or will be performed internally by the project team.Milestone List A significant point or event in the project [milestone].Organizational Process Assets Updates Any or all process related assets, from any or all of the organizations involved in the project that are or can be used to influence the projects success. These process assets include formal and informal plans, policies, procedures, and guidelines. The process assets also include the organizations knowledge bases such as lessons learned and historical information.Performance Reports Documents and presentations that provide organized and summarized work performance information, earned value management parameters and calculations, and analyses of project work progress and status.Process Improvement Plan A document that describes the process(es) that will be analyzed, the tools that will be used, the metrics that will be applied to measure the steps in the process, and the targets for improvement. Process improvement plans can be developed for an entire end-to-end process.Procurement Contract Award After all the negotiations have been finalized, a seller is selected and the procurement contract is awarded.Procurement Documentation All the records, communications, invoices, change requests, status reports, and so forth created by a procurement. Almost any interaction between the buyer and the seller results in some kind of procurement documentation.PMP Prep_v4.xlsx 22 of 57 1/7/2013
  • Outputs-DefinitionOUTPUTS DEFINITIONProcurement Documents All documents and artifacts produced by the project team not otherwise included in the project management plan, or a subsidiary management plan [inferred]. Project documents include but are not limited to: assumptions log, work performance reports, earned value reports, network diagrams, baselines, and other project information proven to be valuable in identifying risks.Procurement Management Plan A formal, approved document that defines how the project is executed, monitored, and controlled. It may be a summary or detailed and may be composed of one or more subsidiary management plans and other planning documents.Procurement Statements of Work (SOW) A narrative description of products, services, or results to be supplied [Statement of Work (SOW)].Project Charter A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.Project Document Updates All documents and artifacts produced by the project team not otherwise included in the project management plan, or a subsidiary management plan [inferred]. Project documents include but are not limited to: assumptions log, work performance reports, earned value reports, network diagrams, baselines, and other project information proven to be valuable in identifying risks.Project Funding Requirements The total funds required [by project, phase, or incremental] are those included in the cost baseline, plus management reserves.Project Management Plan (PMP) A formal, approved document that defines how the project is executed, monitored, and controlled. It may be a summary or detailed and may be composed of one or more subsidiary management plans and other planning documents.Project Management Plan Updates A formal, approved document that defines how the project is executed, monitored, and controlled. It may be a summary or detailed and may be composed of one or more subsidiary management plans and other planning documents [ Project Management Plan].Project Schedule The planned dates for performing schedule activities and the planned dates for meeting schedule milestones.Project Schedule Network Diagrams Any schematic display of the logical relationships among the project schedule activities. Always drawn from left to right to reflect project work chronology.Project Scope Statement The narrative description of the project scope, including major deliverables, project assumptions, project constraints, and a description of work, that provides a documented basis for making future project decisions and for confirming or developing a common understanding of project scope among stakeholders.Project Staff Assignments A list of the project team members. Project staff assignment documents identify the people who are on the team [faces with spaces].PMP Prep_v4.xlsx 23 of 57 1/7/2013
  • Outputs-DefinitionOUTPUTS DEFINITIONQuality Checklists A formal or informal document applied to ensure that a series of steps or a specified set of actions has been performed.Quality Control Measurements The results of applying the quality metrics to the deliverables and project performance as outlined in the quality management plan.Quality Management Plan A component or subsidiary plan of the overall project management plan. It documents the approach for quality assurance, quality control, quality improvement, and process improvement. It can define which quality tools will be used, how they will be used, when they will be used, and the quality metrics that will be used with them to report on quality.Quality Metrics A metric is a standard of measurement. Quality metrics are specific measurements that describe in detail an attribute that will be measured and the numeric value or tolerance that the result needs to fall within to be acceptable.Requirements Documentation Requirements documents recorded in a document, a spreadsheet, or a database format. Regardless of the amount of documentation and the vehicle used to document, all requirements need to be clear, unambiguous, have a method to prove they are present, and be internally consistent.Requirements Management Plan (RMP) A component or subsidiary plan of the overall project management plan. It documents the approach for quality assurance, quality control, quality improvement, and process improvement. It can define which quality tools will be used, how they will be used, wRequirements Traceability Matrix (RTM) A table that links requirements to their origin and traces them throughout the project life cycle.Resource Breakdown Structure A hiercharchical structure of resources by resource category and resource type used in resource leveling schedules and to develop resource-limited schedules, and which may be used to identify and analyze project human resource assignments.Resource Calendar A calendar of working days and nonworking days that determines those dates on which each specific resource is idle or can be active. Typically defines resource specific holidays and resource availability periods. See also project calendar .Risk Management Plan (RMP) The document describing how project risk management will be structured and performed on the project. It is contained in or is a subsidiary plan of the project management plan. Information in the risk management plan varies by application area and project size. The risk management plan is different from the risk register that contains the list of project risks, the results of risk analysis, and the risk responses.Risk Register The document containing the results of the qualitative risk analysis, quantitative risk analysis, and risk response planning. The risk register details all identified risks, including description, category, cause, probability of occurring, impact(s) on objectives, proposed responses, owners, and current status.PMP Prep_v4.xlsx 24 of 57 1/7/2013
  • Outputs-DefinitionOUTPUTS DEFINITIONRisk Register Updates Applied changes to the risk register .Risk-related Contract Decisions Where threats are transferred or opportunities shared the team communicates and documentsrisk-related contract decisions including the type of contract used.Schedule Baseline A specific version of the schedule model used to compare actual results to the plan to determine if preventive or corrective action is needed to meet the project objectives.Scope Baseline An approved specific version of the detailed scope statement, work breakdown structure (WBS), and its associated WBS dictionary.Selected Sellers The sellers selected are those sellers who have been judged to be in a competitive range based upon the outcome of the proposal or bid evaluation, and who have negotiateda a draft contract that will become the actual contract when an award is made. Seller : a provider or supplier of products, services, or results to an organization.Source Selection Criteria Source selection criteria can include information on the suppliers required capabilities, capacity, delivery dates, product cost, life cycle cost, technical expertise, and the approach to the contract.Stakeholder Management Strategy The stakeholder management strategy defines an approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle. It includes elements such as: key stakeholders who can significantly impact the project, level of participation in the project desired for each identified stakeholder, and stakeholder groups and their management (as groups). Person or organization (e.g., customer, sponsor, performing organization, or the public) that is actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. A stakeholder may also exert influence over the project and its deliverables [stakeholder].Stakeholder Register The stakeholder register is used to identify stakeholders that can provide information on detailed project and product requirements. This contains all details related to the identified stakeholders including, but not limited to: identification information, assessment information, and stakeholder classification.Team Performance Assessments The performance of a successful team is measured in terms of technical success according to agreed-upon project objectives, performance on project schedule (finished on time), and performance on budget (finished within financial constraints). The evaluation of a teams effectiveness may include indicators such as: improvements on skills that allow individuals to perform assignments more effectively, improvements in competencies that help the team perform better as a team, reduced staff turnover rate, and increased team cohesiveness where team members share information and experiences openly and help each other to improve the overall project performance.PMP Prep_v4.xlsx 25 of 57 1/7/2013
  • Outputs-DefinitionOUTPUTS DEFINITIONValidated Changes Any changed or repaired items are inspected and will be either accepted or rejected before notification of the decision is provided. Rejected items may require rework.Validated Deliverables The assurance that a product, service, or system meets the needs of the customer and other identified stakeholders. It often involves acceptance and suitability with external customers. Contrast with verification [validation ].WBS A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project.WBS Dictionary A document that describes each component in the work breakdown structure (WBS). For each WBS component, the WBS dictionary includes a brief definition of the scope or statement of work, defined deliverable(s), a list of associated activities, and a list of milestones. Other information may include: responsible organization, start and end dates, resources required, an estimate of cost, change number, contract information, quality requirements, and technical references to facilitate performance of the work.Work Performance Information Information and data, on the status of the project schedule activities being performed to accomplish the project work, collected as part of the direct and manage project execution processes. Information includes: status of deliverables; implementation status for change requests, corrective actions, preventive actions, and defect repairs; forecasted estimates to complete; reported percent of work physically completed; achieved value of technical performance measures; start and finish dates of schedule activities.Work Performance Measurements Measurements can include planned versus actual technical performance or other scope performance information. This information is documented and communicated to stakeholders. Work performance information is used to generate project activity metrics to evaluate actual progress compared to planned progress. The metrics include, but are not limited to: planned versus actual schedule performance, planned versus actual cost performance, and planned versus actual technical performance.PMP Prep_v4.xlsx 26 of 57 1/7/2013
  • TOOLS - TECHNIQUES KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUESProject Integration Management Develop Project Charter Expert JudgmentProject Integration Management Develop Project Management Plan Expert JudgmentProject Integration Management Direct and Management Project Execution Expert Judgment Project Management Information System (PMIS)Project Integration Management Monitor & Control Project Work Expert JudgmentProject Integration Management Perform Integrated Change Control Expert Judgment Change Control MeetingsProject Integration Management Close Project or Phase Expert judgmentProject Scope Management Collect Requirements Interviews Focus Groups Facilitated Workshops Group Creativity Techniques Group Decision Making Techniques Questionnaires and Surveys Observations PrototypesProject Scope Management Define Scope Expert Judgment Product Analysis Alternatives Identification Facilitated WorkshopsProject Scope Management Create WBS DecompositionProject Scope Management Verify Scope InspectionProject Scope Management Control Scope Variance AnalysisProject Time Management Define Activities Decomposition Rolling Wave Planning Templates Expert JudgmentProject Time Management Sequence Activities Precedence Diagramming Method (PDM) Dependency Determination Activity Leads and Lags Schedule Network TemplatesPMP Prep_v4.xlsx 27 of 57 1/7/2013
  • TOOLS - TECHNIQUES KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUESProject Time Management Estimate Activity Resources Expert Judgment Alternatives Analysis Published Estimating Data Bottom-Up Estimating Project Management SoftwareProject Time Management Estimate Activity Duration Expert Judgment Analogous Estimating Parametric Estimating Three-Point Estimates Reserve AnalysisProject Time Management Develop Schedule Schedule Network Analysis Critical Path Method (CPM) Critical Chain Method Resource Leveling What-If Scenario Analysis Applying Leads and Lags Schedule Compression Scheduling ToolProject Time Management Control Schedule Performance Reviews Variance Analysis Project Management Software Resource Leveling What-If Scenario Analysis Adjusting Leads and Lags Schedule Compression Scheduling ToolPMP Prep_v4.xlsx 28 of 57 1/7/2013
  • TOOLS - TECHNIQUES KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUESProject Cost Management Estimate Costs Expert Judgment Analogous Estimating Parametric Estimating Bottom-Up Estimating Three-Point Estimates Reserve Analysis Cost of Quality Project Management Estimating Software Vendor Bid AnalysisProject Cost Management Determine Budget Cost Aggregation Reserve Analysis Expert Judgment Historical Relationships Funding Limit ReconciliationProject Cost Management Control Costs Earned Value Management Forecasting To-Complete Performance Index (TCPI) Performance Reviews Variance Analysis Project Management SoftwareProject Quality Management Plan Quality Cost-Benefit Analysis Cost of Quality Control Charts Benchmarking Design of Experiments Statistical Sampling Flowcharting Proprietary Quality Management Methodologies Additional Quality Planning ToolsProject Quality Management Perform Quality Assurance Plan Quality and Perform Quality Control Tools and Techniques Quality Audits Process AnalysisPMP Prep_v4.xlsx 29 of 57 1/7/2013
  • TOOLS - TECHNIQUES KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUESProject Quality Management Perform Quality Control Cause and Effect Diagrams Control Charts Flowcharting Histograms Pareto Chart Run Chart Scatter Diagram Statistical Sampling Inspection Approved Change Requests ReviewProject Human Resource Management Develop Human Resources Plan Organization Charts and Position Descriptions Networking Organizational TheoryProject Human Resource Management Acquire Project Team Pre-Assignment Negotiation Acquisition Virtual TeamsProject Human Resource Management Develop Project Team Interpersonal Skills Training Team-Building Activities Ground Rules Co-Location Recognition and AwardsProject Human Resource Management Manage Project Team Observation and Conversation Project Performance Appraisals Conflict Management Issue Log Interpersonal SkillsProject Communications Management Identify Stakeholders Stakeholder Analysis Expert JudgmentPMP Prep_v4.xlsx 30 of 57 1/7/2013
  • TOOLS - TECHNIQUES KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUESProject Communications Management Plan Communications Communication Requirements Analysis Communication Technology Communication Models Communication MethodsProject Communications Management Distribute Information Communication Methods Information Distribution ToolsProject Communications Management Manage Stakeholder Expectations Communication Methods Interpersonal Skills Management SkillsProject Communications Management Report Performance Variance Analysis Forecasting Methods Communication Methods Reporting SystemsProject Risk Management Plan Risk Management Planning Meetings and AnalysisProject Risk Management Identify Risks Documentation Reviews Information Gathering Techniques Checklist Analysis Assumptions Analysis Diagramming Techniques SWOT Analysis Expert JudgmentProject Risk Management Perform Qualitative Risk Analysis Risk Probability and Impact Assessment Probability and Impact Matrix Risk Data Quality Assessment Risk Categorization Risk Urgency Assessment Expert JudgmentProject Risk Management Perform Quantitative Risk Analysis Data Gathering and Representation Techniques Quantitative Risk Analysis and Modeling Techniques Expert JudgmentPMP Prep_v4.xlsx 31 of 57 1/7/2013
  • TOOLS - TECHNIQUES KNOWLEDGE AREA PROCESS TOOLS & TECHNIQUESProject Risk Management Plan Risk Responses Strategies for Negative Risks or Threats Strategies for Positive Risks or Opportunities Contingent Response Strategies Expert JudgmentProject Risk Management Monitor & Control Risks Risk Reassessment Risk Audits Variance and Trend Analysis Technical Performance Measurement Reserve Analysis Status MeetingsProject Procurement Management Plan Procurements Make-or-Buy Analysis Expert Judgment Contract TypesProject Procurement Management Conduct Procurements Bidder Conferences Proposal Evaluation Techniques Independent Estimates Expert Judgment Advertising Internet Search Procurement NegotiationsProject Procurement Management Administer Procurements Contract Change Control System Procurement Performance Reviews Inspections and Audits Performance Reporting Payment Systems Claims Administration Records Management SystemProject Procurement Management Close Procurements Procurement Audits Negotiated Settlements Records Management SystemPMP Prep_v4.xlsx 32 of 57 1/7/2013
  • Tools-Techniques_DefinitionsTOOLS & TECHNIQUES DEFINITIONAcquisition Used to fill in the gaps in skills and availability of resources - primarily referred to human resources or procurements.Activity Leads and LagsAdditional Quality Planning ToolsAdjusting Leads and LagsAdvertisingAlternatives AnalysisAlternatives IdentificationAnalogous EstimatingApplying Leads and LagsApproved Change Requests ReviewAssumptions AnalysisBenchmarkingBidder ConferencesBottom-Up EstimatingCause and Effect DiagramsChange Control MeetingsChecklist AnalysisClaims AdministrationCo-LocationCommunication MethodsCommunication ModelsCommunication Requirements AnalysisCommunication TechnologyConflict ManagementContingent Response StrategiesContract Change Control SystemContract TypesControl ChartsCost AggregationCost of QualityCost-Benfit AnalysisCritical Chain MethodPMP Prep_v4.xlsx 33 of 57 1/7/2013
  • Tools-Techniques_DefinitionsTOOLS & TECHNIQUES DEFINITIONCritical Path Method (CPM)Data Gathering and Representation TechniquesDecompositionDependency DeterminationDesign of ExperimentsDiagramming TechniquesDocumentation ReviewsEarned Value ManagementExpert JudgmentFacilitated WorkshopsFlowchartingFocus GroupsForecastingForecasting MethodsFunding Limit ReconcilliationGround RulesGroup Creativity TechniquesGroup Decision Making TechniquesHistogramsHistorical RelationshipsIndependent EstimatesInformation Distribution ToolsInformation Gathering TechniquesInspectionInspections and AuditsInternet SearchInterpersonal SkillsInterviewsIssue LogMake-or-Buy AnalysisManagement SkillsNegotiated SettlementsNegotiationPMP Prep_v4.xlsx 34 of 57 1/7/2013
  • Tools-Techniques_DefinitionsTOOLS & TECHNIQUES DEFINITIONNetworkingObservation and ConversationObservationsOrganization Charts and Position DescriptionsOrganizational TheoryParametric EstimatingPareto ChartPayment SystemsPerformance ReportingPerformance ReviewsPlan Quality and Perform Quality Control Tools and TechniquesPlanning Meetings and AnalysisPre-AssignmentPrecedence Diagramming Method (PDM)Probability and Impact MatrixProcess AnalysisProcurement AuditsProcurement NegotiationsProcurement Performance ReviewsProduct AnalysisProject Management Estimating SoftwareProject Management Information System (PMIS)Project Management SoftwareProject Performance AppraisalsProposal Evaluation TechniquesProprietary Quality Management MethodologiesPrototypesPublished Estimating DataQuality AuditsQuantitative Risk Analysis and Modeling TechniquesQuestionnaires and SurveysRecognition and AwardsRecords Management SystemPMP Prep_v4.xlsx 35 of 57 1/7/2013
  • Tools-Techniques_DefinitionsTOOLS & TECHNIQUES DEFINITIONReporting SystemsReserve AnalysisResource LevelingRisk AuditsRisk CategorizationRisk Data Quality AssessmentRisk Probability and Impact AssessmentRisk ReassessmentRisk Urgency AssessmentRolling Wave PlanningRun ChartScatter DiagramSchedule CompressionSchedule Network AnalysisSchedule Network TemplatesScheduling ToolStakeholder AnalysisStatistical SamplingStatus MeetingsStrategies for Negative Risks or ThreatsStrategies for Positive Risks or OpportunitiesSWOT AnalysisTeam-Building ActivitiesTechnical Performance MeasurementTemplatesThree-Point EstimatesTo-Complete Performance Index (TCPI)TrainingVariance AnalysisVariance and Trend AnalysisVendor Bid AnalysisVirtual TeamsWhat-If Scenario AnalysisPMP Prep_v4.xlsx 36 of 57 1/7/2013
  • InitiatingKNOWLEDGE AREAS INITIATINGProject Integration Management Develop Project CharterProject Communications Management Identify StakeholdersPMP Prep_v4.xlsx 37 of 57 1/7/2013
  • PlanningKNOWLEDGE AREAS PLANNINGProject Integration Management Develop Project Management PlanProject Scope Management Collect Requirements Define Scope Create WBSProject Time Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop ScheduleProject Cost Management Estimate Costs Determine BudgetProject Quality Management Plan QualityProject Human Resource Management Develop Human Resources PlanProject Communications Management Plan CommunicationsProject Risk Management Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk ResponsesProject Procurement Management Plan ProcurementsPMP Prep_v4.xlsx 38 of 57 1/7/2013
  • ExecutingKNOWLEDGE AREAS EXECUTINGProject Integration Management Direct and Management Project ExecutionProject Quality Management Perform Quality AssuranceProject Human Resource Management Acquire Project Team Develop Project Team Manage Project TeamProject Communications Management Distribute Information Manage Stakeholder ExpectationsProject Procurement Management Conduct ProcurementsPMP Prep_v4.xlsx 39 of 57 1/7/2013
  • Monitoring & ControllingKNOWLEDGE AREAS MONITORING & CONTROLLINGProject Integration Management Monitor & Control Project Work Perform Integrated Change ControlProject Scope Management Verify Scope Control ScopeProject Time Management Control ScheduleProject Cost Management Control CostsProject Quality Management Perform Quality ControlProject Communications Management Report PerformanceProject Risk Management Monitor & Control RisksProject Procurement Management Administer ProcurementsPMP Prep_v4.xlsx 40 of 57 1/7/2013
  • ClosingKNOWLEDGE AREAS CLOSINGProject Integration Management Close Project or PhaseProject Procurement Management Close ProcurementsPMP Prep_v4.xlsx 41 of 57 1/7/2013
  • Project_Management_PlanProject Management PlanChange Management PlanCommunications Management PlanConfiguration Management PlanCost Management PlanCost Performance BaselineHuman Resources PlanProcess Improvement PlanProcurement Management PlanQuality Management PlanRequirements Management PlanRisk Management PlanSchedule BaselineSchedule Management PlanScope BaselineScope StatementWork Breakdown Structure (WBS)Work Breakdown Structure (WBS) DictionaryScope Management PlanPMP Prep_v4.xlsx 42 of 57 1/7/2013
  • Project_Management_PlanEnterprise Environmental Factors (EEFs)Organizational culture, structure, and processesGovernment or industry standardsInfrastructureExisting human resourcesPersonnel administrationCompany work authorization systemsMarektplace conditionsStakeholder risk tolerancesPolitical climateOrganizations established communication channelsCommercial databasesProject Mangement Information System (PMIS)PMP Prep_v4.xlsx 43 of 57 1/7/2013
  • Project_Management_PlanInputs Project Documents Outputs To Activity Attributes Activity Cost Estimates Acitivty List Assumption Log Basis of Estimates Change Log Charter Contracts Duration Estimates Forecasts Issue Log Milestone List Performance Reports Project Funding Requirements Proposals Procurement Documents Project Organizational Structure Quality Control Measurements Quality Checklists Quality Metrics Responsibility Assignment Matrix Requirements Traceability Matrix Resource Breakdown Structure Resource Calendars Resource Requirements Risk Register Roles and Responsibilities Sellers List Source Selection Criteria Stakeholder Analysis Stakeholder Management Strategy Stakeholder Register Stakeholder Requirements Statement of Work Teaming Agreements Team Performance Assessments Work Performance Information Work Performance MeasurementsPMP Prep_v4.xlsx 44 of 57 1/7/2013
  • Project_Management_PlanOrganizational Process Assets (OPAs)Organizational standard processes such as standards, policies, standard product and project life cycles,and quality policies and proceduresStandardized guidelines, work instructions, proposal evaluation criteria, and performance measurementTemplatesGuidelines and criteria for tailoring the organizations set of standard processes to satisfy the specificOrganization communication requirementsProject closure guidelines or requirementsFinancial controls proceduresIssue and defect management procedures defining each issue and defect control, issue and defectChange control procedures, including the steps by which official company standards, policies, plans, andRisk control procedures, including risk categories, probability definition and impact, and probanbilityProcedures for prioritizing, approving, and issues work authorizationPMP Prep_v4.xlsx 45 of 57 1/7/2013
  • Document ContentsCharter Contents Requirements Management Plan Contents WBS Dictionary ContentsProject purpose or justification Requirements collection Numeric identifierProject description Categories Description of workProject and product high-level requirements Prioritization Organization or person accountable for the workAcceptance criteria Traceability List of schedule milestonesSummary milestone schedule Confirguration Management Required resourcesSummary budget Verification Cost estimatesProject manager authority Quality requirements Acceptance criteriaRequirements Documentation Contents Scope Statement Contents Technical referencesStakeholder Product scope description Contract informationRequirement Product acceptance criteriaCategory Project deliverables Quality Management Plan ContentsPriority Project exclusions quality rolesAcceptance Criteria Project constraints Quality responsibilities Project Assumptions Quality assurance approach Quality control approachActivity Attributes Cost Estimates (includes but not limited to) Quality Improvement approachActivity identifier or code TravelActivity name Certification Process Improvement Plan ContentsActivity description Shipping and mailing Process descriptionPredecessor and succesor relationships Licenses Process metricsLeads and lags Regulatory requirements Targets for improvementImposed dates Legal requirements Process improvement approachConstraints Permits Flowchart of the As-Is processAssumptions Security costs Flowchart of the To-Be processRequired resources and skill levels Inflation estimatesGeographic or location of performance Cost of moneyType of effortPMP Prep_v4.xlsx 46 of 57 1/7/2013
  • Document ContentsContent in s Roles and Responsibility Description Human Resource Management Plan Contents Communications Management PlanRole description Role Communications identifier or codeAuthority Authority messageResponsibility Responsibility AudienceQualifications Organizational Structure Method(s) of communicationCompetencies Staffing Management Plan Frequency Staff acquisition SenderRisk Management Plan Contents Staff releaseMethod and approaches Resource calendars Procurment Management Plan ContentsTools and techniques for each process Training needs Type of contract for each procurementRoles and responsibilities Roles, responsibilities, and limits of decision-making Rewards and recognition authority on procurementsRisk categories Relevant policies, procedures, guidelines, and Regulations, standards, and policy compliance templatesStakeholder risk tolerance Strategy for managing and integrating multiple procurements into the rest of the project (such as Safety schedule and cost)Definitions of probability Assumptions and constraintsDefinitions of impact by objective Issue Log Strategy for handling long lead timesProbability and impact matrix Issue identifier or code Procurement milestones for each procurementRisk management funding Category Reporting requirements for sellersContingency protocols Issue description Required bonds, warranties, insurance, license, and permitsFrequency and timing of risk management Impact on objectives (scope, schedule, cost) Format for the statement of workactivitiesRisk audit approach Prioritization A list of pre-qualified sellers Responsibly party Selection criteria and weighting Actions description Processes for managing contracts Status Process for procurement audits Due date Risk management issues CommentsPMP Prep_v4.xlsx 47 of 57 1/7/2013
  • Document ContentsChange Log Contents Negotiation Contract Elements Change Request Form ContentsChange identifier or code Statement of Work Change categoryCateogry of change Schedule Detailed description of the proposed changeDescription of the change Period of performance Justification Impacts of change on scope, quality, requirements,Who submitted the change request place of performance and delivery schedule, costThe submission date Roles and responsibilitiesThe status Reporting requirements Change Request Sources (by process)The final disposition Price, cost, and fee details Direct and manage project Inspection and acceptance criteria Monitor and control project workPerformance Report Information Product support, liability, and warranty Verify scope informationPast performance Change Management Control scopeWork completed during the past period Termination and dispute resolution Control scheduleWork to be completed in the next period Control costsMeasurements and results from the variance Lessons Learned Perform quality assuranceanalysisInformation on current risks, issues, and pending Project title/name Perform quality controlchangesForecasted completion dates Date prepared Manage project teamForecasted costs Project Performance Analysis Manage stakeholder expectations By process, work package, deliverable Report performance What worked well? Monitory and control risks What can be improved? Plan procurements Conduct procurements Administer procurementsPMP Prep_v4.xlsx 48 of 57 1/7/2013
  • Precedence Diagramming Method Preceding Duration Activity Activity (Unit of Time) Start A B C D E F G H I J K L n FinishPMP Prep_v4.xlsx 49 of 57 1/7/2013
  • Precedence Diagramming Method DURATION DURATION DURATION ES FORWARD PASS EF ES EF ES EF ACTIVITY ACTIVITY ACTIVITY LS BACKWARD PASS LF LS LF LS LF FLOAT FLOAT FLOAT DURATION DURATION DURATION ES EF ES EF ES EF ACTIVITY ACTIVITY ACTIVITY LS LF LS LF LS LF FLOAT FLOAT FLOAT DURATION DURATION DURATION ES EF ES EF ES EF ACTIVITY ACTIVITY ACTIVITY LS LF LS LF LS LF FLOAT FLOAT FLOAT DURATION DURATION DURATION ES EF ES EF ES EF ACTIVITY ACTIVITY ACTIVITY LS LF LS LF LS LF FLOAT FLOAT FLOATPMP Prep_v4.xlsx 50 of 57 1/7/2013
  • Work Breakdown Structure (WBS) WBS.vsdPMP Prep_v4.xlsx 51 of 57 1/7/2013
  • Earned Value Management - EVM CURRENT EVMPlanned Value PV Budget at Completion BACEarned Value EV Value of work performed expressed in terms of the approved budget EVActual Cost AC ACSchedule Variance SV SV = EV - PV SVCost Variance CV CV = EV - AC CVSchedule Performance Index SPI SPI = EV / PV SPICost Performance Index CPI CPI = EV / AC CPI FORECASTINGEstimate at Completion EAC EAC = AC + bottom-up ETC EACEAC forecast for ETC at budgeted rate EAC EAC = AC + (BAC - EV) EACEAC forecast for ETC at present CPI EAC EAC = BAC / cumulative CPI EACEAC forecast for ETC considering SPI and CPI EAC EAC = AC + [(BAC - EV) / (cumulative CPI X cumulative SPI)] EACTo-Complete Performance Index (BAC) TCPI (BAC) TCPI = (BAC - EV) / (BAC - AC) TCPITo-Complete Performance Index (EAC) TCPI (EAC) TCPI = (BAC - EV) / (EAC - AC) TCPIPMP Prep_v4.xlsx 52 of 57 1/7/2013
  • Earned Value Management - EVM BAC X Actual % Complete X Planned % Complete BAC - → SV BAC PV / → SPI - EV - → CV / → / AC → CPI EAC + ETC → ↓ VAC © 2010 Velociteach. Earned value: Formula MapPMP Prep_v4.xlsx 53 of 57 1/7/2013
  • EVM - Variation DATA BAC AC EV PV VARIANCES VAC CV SV INDICIES TCPI SPI SPI FORECASTS EAC VAC = BAC - EAC CV = EV- AC SV = EV - PV TCPI = (BAC-EV) / (BAC-AC) CPI = EV/AC SPI = EV/PV EAC = BAC/CPI Abbreviation Name Interpretation PV Planned Value As of today, what is the estimated value of the work planned to be done? EV Earned Value As of today, what is the estimated value of the work actually accomplished? AC Actual Cost (total cost) As of today, what is the actual cost incurred for the work accomplished? BAC Budget at Completion (the budget) How much did we BUDGET for the TOTAL project effort? CV Cost Variance NEGATIVE is over budget; POSITIVE is under budget. CPI Cost Performance Index We are getting $___ worth of work out of every $1 spent. Funds are not being used efficitiently. SV Schedule Variance NEGATIVE is behind schedule; POSITIVE is ahead of schedule. SPI Schedule Performance Index We are (only) progressing at ______percent of the rate originally planned. EAC Estimate at Completion As of now, how much do we expect the total project to cost? $____________ TCPI To Complete Performance Index In order to stay within budget, what rate must we meet for the remaining work? ETC Estimate to Complete How much more will the project cost? VAC Variance at Completion How much over or under budget will we be at the end of the project?PMP Prep_v4.xlsx Page 54 of 57 1/7/2013
  • EVM - Variation BAC PV Original Spending Plan TODAY AC Actual Spending Plan EAC ETC Forecast Spending PlanPMP Prep_v4.xlsx Page 55 of 57 1/7/2013
  • Other Formulas COMMUNICATION CHANNELS N(N-1) N= 2 Three-Point Estimates (PERT) - Time or Cost Exepcted Activity Activity Activity Standard Variance Duration Deviation (P+4M=0) P-0 P-0 2 6 6 6 Triangular Distribution O+M+P P-O Mean = Standard Deviation = 3 3 2 Variance = σ Standard Deviation - Sigma Σ (Quality) 1σ = 68.26 % 2σ = 95.46 % 3σ = 99.73 % 6σ = 99.9985% % Converting Effort to Duration Total hours to complete # of resources X available hoursPMP Prep_v4.xlsx 56 of 57 1/7/2013
  • Risk Breakdown Structure (RBS) RBS.vsdPMP Prep_v4.xlsx 57 of 57 1/7/2013