This document outlines the topics covered in a PMP and CAPM exam preparation course. The course covers the key project management process groups and knowledge areas. It focuses in depth on project communication management, discussing how to identify stakeholders, plan communication, distribute information, manage stakeholder expectations, and report performance. Specific techniques covered include stakeholder analysis, communication models and methods, variance analysis, and forecasting approaches.

1. PMP & CAPM
Exam Preparation
February 26, 2013

2. Sessions
1. About the exam
2. Integration & Scope Management
3. Time & Cost Management
4. Quality & HR Management
5. Communication & Risk
Management
6. Procurement Management

3. Last Session Key point
• Process groups: IPEMCC
• 9 Knowledge Area: ISTiCoQuHurCoRiP
• Project Integration Management
– DevPC.PMP.DirManPex.MoConPW.PerICC.CloPP
• Project Scope Management
– CoDeWoBVCon

4. Last Session Key point – cont’d
• Project Time Management (DeSeReDDevCon)
• Project Cost Management (EsCDeBCon)
• Project Quality Management (PlanQAQC)
• Project Human Resources (Plan ADM)

5. Project Communication
Management
• IdS Plan DisInt ManSEx RepPer
– Ensure timely and appropriate generation,
collection, distribution, storage, retrieval, and
ultimate disposition of project information
– To create bridge between diverse stakeholders
involved in a project
– To connect various culture and organizational
backgrounds, different level of expertise, and
various perspective and interests in the project
and its outcome

6. Project Communication
Management
• Communication activity potential dimensions:
– Internal and external
– Formal and informal
– Vertical and horizontal
– Official and unofficial
– Written and Verbal / non-verbal

7. Project Communication
Management
• Communication skills

8. Project Communication
Management

9. Project Communication
Management
• Identify Stakeholders

10. Project Communication
Management
• Identify Stakeholders
– Positive and negative stakeholders
– To analyze their level of
interest, expectation, importance and influence

11. Project Communication
Management
• Identify Stakeholders – I
– PC
– Procurement documents
– EEF
– OPA

12. Project Communication
Management
• Identify Stakeholders – TT
– Stakeholder analysis
• Identify all stakeholders and their roles
• Identify their potential impact on project
– Power/interest grid
– Power/influence grid
– Influence/impact grid
– Salience model
• Assess how they react to possible situations

13. Project Communication
Management
• Identify Stakeholders – TT
– Stakeholder analysis (cont’d)
• Power/interest grid

14. Project Communication
Management
• Identify Stakeholders – TT
– Expert judgment

15. Project Communication
Management
• Identify Stakeholders – O
– Stakeholder register
• Identification information
• Assessment information
• Stakeholder classification
– Stakeholder management strategy

16. Project Communication
Management
• Plan Communication
– To define communication needs and approach
– To answer: who needs the information, when they
expect to have it, and how it will be given to them
– To avoid: delay in message delivery, incorrect
audience, and lack of communication with
important stakeholders
– To achieve: Effective and Efficient communication
(to provide only the required information in the
right time, right format, and with right impact)

17. Project Communication
Management
• Plan Communication

18. Project Communication
Management
• Plan Communication – I
– Stakeholder register
– Stakeholder management strategy
– EEF
– OPA

19. Project Communication
Management
• Plan Communication – TT
– Communication requirement analysis
• Total number of communication channel:
[N (N-1)] / 2
• Organization chart, stakeholder responsibility,
internal/external information needs
– Communication technology
• Urgency (how frequent/regular?)
• Availability (is it there?)
• Expected project staffing (are they familiar with it?)
• Duration and project environment (is it preferred?)

20. Project Communication
Management
• Plan Communication – TT (cont’d)
– Communication models

21. Project Communication
Management
• Plan Communication – TT (cont’d)
– Communication models
• Encode
– To translate ideas into message
• Message and feedback
– Output of the encoding process
• Noise
– Interference with message transmission and understanding of
the message (e.g.: distance, unfamiliar technology, lack of
background information)
• Decode
– To translate the message back to meaningful thoughts/ideas

22. Project Communication
Management
• Plan Communication – TT (cont’d)
– Communication models (cont’d)
• Sender is responsible to make the information as clear
and complete as possible
• Receiver is responsible to ensure delivery time, confirm
the delivery and content, understand the content and
acknowledge the understanding

23. Project Communication
Management
• Plan Communication – TT (cont’d)
– Communication methods
• Interactive
– The most efficient way to ensure parties understanding
– Two or more parties performing multidirectional information
exchange
• Push
– Sent to specific recipients who need to know the information
– E.g.: letters, memos, reports, emails, faxes, voice mails
• Pull
– Usually very large information volumes for large audiences
– E.g.: intranet, e-learning, knowledge repositories

24. Project Communication
Management
• Plan Communication – O
– Communication management plan

25. Project Communication
Management
• Plan Communication – O
– PD U

26. Project Communication
Management
• Distribute Information

27. Project Communication
Management
• Distribute Information – I
– PMP
– Performance reports
• Estimate to complete
• Project performance
• Baseline performance
– OPA

28. Project Communication
Management
• Distribute Information – TT
– Communication method
– Information distribution tools

29. Project Communication
Management
• Distribute Information – O
– Stakeholders notification
– Project reports
– Project presentations
– Project record
– Feedback from stakeholders
– Lessons learned documentation

30. Project Communication
Management
• Manage Stakeholders Expectation
– To increase the likelihood of the project
acceptance by negotiating and influencing their
desire to achieve / maintain project goals
– Address concerns for anticipation of future
problems
– Clarifying and resolving issues
– To help the stakeholders understand the project
benefits and risks

31. Project Communication
Management
• Manage Stakeholders Expectation

32. Project Communication
Management
• Manage Stakeholders Expectation – I
– Stakeholder register
– Stakeholder management strategy
– PMP
– Issue log
– Change log
– OPA

33. Project Communication
Management
• Manage Stakeholders Expectation – TT
– Communication method
– Interpersonal skills
• Building trusts, resolve conflict, active listening, and
overcome resistance
– Management skills
• Presentation skills, negotiating, writing skills, public
speaking skill

34. Project Communication
Management
• Manage Stakeholders Expectation – O
– OPA U
– CR
– PMP U
– PD U

35. Project Communication
Management
• Report Performance
– A process of collecting and distributing
performance information, including status reports,
progress measurements, and forecasts
– Pay attention to audience level, format, and detail
of information content
– More elaborate reports may include:
• Analysis of past performance, current status of risks
and issues
• Work completed, next actions
• Summary of changes

36. Project Communication
Management
• Report Performance

37. Project Communication
Management
• Report Performance – I
– PMP
– WPI
• Deliverables status, schedule progress, costs incurred
– WPM
• Planned vs actual report of
– Schedule performance
– Cost performance
– Technical performance

38. Project Communication
Management
• Report Performance – I (cont’d)
– Budget forecasts
– OPA

39. Project Communication
Management
• Report Performance – TT
– Variance analysis
• Verify deliverables completeness
• Determine variances
• Determine impacts of the variances

40. Project Communication
Management
• Report Performance – TT (cont’d)
– Forecasting methods
• Time series (historical data)
• Causal / econometric methods (understand relationship
between the cause and the influenced variable)
– E.g.: regression analysis using linear regression or non-linear
regression, autoagressive moving average (ARMA), and
econometrics

41. Project Communication
Management
• Report Performance – TT (cont’d)
– Forecasting methods (cont’d)
• Judgmental methods
– Intuitive judgments, probabilistic estimates, delphi
method, scenario building, technology forecasting
• Other methods
– Simulations, ensemble forecasting

42. Project Communication
Management
• Report Performance – TT (cont’d)
– Communication methods
– Reporting systems

43. Project Communication
Management
• Report Performance – O
– Performance reports
• Status and progress information
• Variances analysis
• Earned-value analysis
• Forecast data
• Level of detail required by stakeholders
• Format: bar chart, S-curve, histograms, tables

44. Project Communication
Management
• Report Performance – O (cont’d)
– Performance reports

45. Project Communication
Management
• Report Performance – O (cont’d)
– OPA U
– CR

46. Project Risk Management
• PlanR IdR QQ Rp MC

47. Project Risk Management
• Project risk always in the future
• Risk is an uncertain events that if it occurs, has
an effect of at least one project objective
• Project risk origins from uncertainty in present
• Known risks is identified risks
• Unknown risks can’t be managed proactively
which leads to contingency plan
• Occurred risk in present can also be
considered an issue

48. Project Risk Management
• Risk tolerance is degree of risk acceptance
– E.g.: accepting a fast tracked schedule is a risk
taken to achieve reward created by earlier
completion
– Risk attitude is driven by
perception, tolerance, and bias
– Risk response will reflect the organization’s
perceived balance of risk taking and risk avoidance

49. Project Risk Management
• Plan Risk Management

50. Project Risk Management
• Plan Risk Management – I
– Project scope statement
– Cost management plan
– Schedule management plan
– Communication management plan
– EEF
– OPA

51. Project Risk Management
• Plan Risk Management – TT
– Planning meetings and analysis
• Create risk contingency plan
• Assign risk management responsibility

52. Project Risk Management
• Plan Risk Management – O
– Risk management plan
• Methodology
• Roles and responsibility
• Budgeting
• Timing
• Risk categories
• Definitions of probability and impact
• Probability and impact matrix
• Revised stakeholders’ tolerance
• Reporting format and tracking

53. Project Risk Management
• Identify Risks

54. Project Risk Management
• Identify Risks – I
– Risk management plan
– Activity cost estimate
– Activity duration estimate
– Scope baseline
– Stakeholder register
– Cost management plan
– Schedule management plan
– Quality management plan

55. Project Risk Management
• Identify Risks – I (cont’d)
– Project documents
– EEF
– OPA
(Risk, Scope, Time, Communication, Quality)

56. Project Risk Management
• Identify Risks – TT
– Documentation review
– Information gathering techniques
• Brainstorming, deplhi technique, interviewing, root
cause analysis
– Checklist analysis
– Assumption analysis

57. Project Risk Management
• Identify Risks – TT (cont’d)
– Diagramming techniques
• Cause and effect diagram (ishikawa)
• System or process flow chart (relational graph)
• Influence diagram (causal, influences, time ordering of
events, and other relationship among variables and
outcomes)
– SWOT analysis
– Expert judgment

58. Project Risk Management
• Identify Risks – O
– Risk register
• List of identified risks
• List of potential responses

59. Project Risk Management
• Perform Qualitative Risk Analysis
– To prioritize risks for further analysis or action by
assessing and combining their probability of
occurrence and impact
– Establishing levels of probability and impact can
reduce influence of bias
– A form of rapid and cost-effective means of
establishing priorities for Plan Risk Response and
lays the foundation of Perform Quantitative Risk
Analysis

60. Project Risk Management
• Perform Qualitative Risk Analysis

61. Project Risk Management
• Perform Qualitative Risk Analysis – I
– Risk register
– Risk management plan
– Project scope statement
– OPA

62. Project Risk Management
• Perform Qualitative Risk Analysis – TT
– Risk probability and impact assessment
– Probability and impact matrix

63. Project Risk Management
• Perform Qualitative Risk Analysis – TT (cont’d)
– Risk data quality assessment
– Risk categorization
– Risk urgency assessment
– Expert judgment

64. Project Risk Management
• Perform Qualitative Risk Analysis – O
– Risk register updates
– Relative ranking or priority list of project risks
– Risks grouped by categories
– Cause of risk or project areas requiring particular
attention
– List of risks requiring response in the near term
– List of risks for additional analysis and response
– Watch list of low priority risks
– Trends in qualitative risk analysis results

65. Project Risk Management
• Perform Quantitative Risk Analysis
– Numerically analyzing the effect of identified risks
– Performed on prioritized risks by Perform
Qualitative Risk Analysis
– May be use to assign numerical ratings to
individual risks
– Should be repeated after Plan Risk Responses as
well as Monitor and Control Risks

66. Project Risk Management
• Perform Quantitative Risk Analysis

67. Project Risk Management
• Perform Quantitative Risk Analysis – I
– Risk register
– Risk management plan
– Cost management plan
– Schedule management plan
– OPA

68. Project Risk Management
• Perform Quantitative Risk Analysis – TT
– Data gathering and representation techniques
• Interviewing
• Probability distributions

69. Project Risk Management
• Perform Quantitative Risk Analysis – TT
(cont’d)
– Quantitative risk analysis and modeling
techniques
• Sensitivity analysis (most potential impact, comparing
relative importance and impact of variables that have
high degree of uncertainty to those that are more
stable)

70. Project Risk Management
• Perform Quantitative Risk Analysis – TT
(cont’d)
– Quantitative risk analysis and modeling
techniques
• Expected monetary value analysis (EMV)
– Positive values = opportunity
– Negative values = threat
• Modeling and simulations
• Expert judgment

71. Project Risk Management
• Perform Quantitative Risk Analysis – O
– Risk register updates
– Probabilistic analysis of the project
– Probability of achieving cost and time objectives
– Prioritized list of quantified risks
– Trends in quantitative risk analysis results

72. Project Risk Management
• Plan Risk Response
– To develop options and actions to enhance
opportunities and to reduce threats to project
objectives
– Must be:
• Appropriate to the significance of the risk
• Cost effective
• Realistic
• Agreed by parties involved
• Has responsible party/person

73. Project Risk Management
• Plan Risk Response

74. Project Risk Management
• Plan Risk Response – I
– Risk register
– Risk management plan

75. Project Risk Management
• Plan Risk Response – TT
– Strategies for threats (negative risks)  ATMA
• Avoid, Transfer, Mitigate , Accept
– Strategies for opportunities (positive risks) 
SEEA
• Share, Enhance, Exploit, Accept
– Contingent response strategies
– Expert judgment

76. Project Risk Management
• Plan Risk Response – O
– Risk register update
– Risk-related contract decisions
– PMP U
– PD U

77. Project Risk Management
• Monitor and Control Risks
– Implementing risk response plans
– Tracking identified risks
– Monitor residual risks
– Identifying new risks
– Evaluate risks process effectiveness
– To determine validity of project assumptions
– To enforce risk management policies
– To monitor contingency reserves

78. Project Risk Management
• Monitor and Control Risks

79. Project Risk Management
• Monitor and Control Risks – I
– Risk register
– PMP
– WPI
– Performance reports

80. Project Risk Management
• Monitor and Control Risks – TT
– Risk assessments
– Risk audits
– Variance and trend analysis
– Technical performance measurements
– Reserve analysis (compare remaining reserves to
the amount of outstanding risks)
– Status meetings

81. Project Risk Management
• Monitor and Control Risks – O
– Risk register update
– OPA U
– CR
– PMP U
– PD U

82. Sample Questions
1. Which of the following is a false statement about
project risks?
A. A risk arises out of uncertainty.
B. A risk can only have a negative effect on a project.
C. Identified risks are usually listed in a document
called the risk register.
D. Risks can be categorized by developing a risk
breakdown structure (RBS).

83. Sample Questions
2. The risk register is not an input to which of
the following processes?
A. Identify Risks
B. Perform Qualitative Risk Analysis
C. Perform Quantitative Risk Analysis
D. Plan Risk Responses

84. Sample Questions
3. Which of the following is not an information-
gathering technique used in the risk
identification process?
A. Brainstorming
B. Delphi technique
C. SWOT analysis
D. Web browsing

85. Sample Questions
4. Which of the following statements about risk analysis is
false?
A. Quantitative risk analysis can only be performed on risks on
which a qualitative risk analysis has already been
performed.
B. Qualitative risk analysis is usually performed before
quantitative risk analysis.
C. An updated risk register is the output of both qualitative risk
analysis and quantitative risk analysis.
D. The risk register is an input to both qualitative risk analysis
and quantitative risk analysis.

86. Sample Questions
5. You are managing a project to set up data servers to support
a website for an enterprise customer. The location for the
servers has been chosen close to the customer due to their
requirements. However, this location is prone to natural
disasters, such as hurricanes and flooding. You have decided
to install some extra servers in another city that will act as
backup if a disaster happens. This is an example of which of
the following?
A. Risk avoidance
B. Risk mitigation
C. Risk acceptance
D. Risk transfer

87. Sample Questions
6. The risk management team of a software project has decided
that due to the lack of adequate talent in your company,
development of a specific part of the system is under high
risk, so they have decided to outsource it. This is an example
of which of the following?
A. Risk avoidance
B. Risk mitigation
C. Risk acceptance
D. Risk transfer

88. Sample Questions
7. You are in the process of evaluating the probability and
impact of a risk by assigning numbers, such as expected
monetary value. This is an example of which of the
following?
A. Monte Carlo simulation
B. Qualitative risk analysis
C. Quantitative risk analysis
D. Risk response planning

89. Sample Questions
8. Consider the following figure. Assume that the risk has a 50%
probability of occurrence. If the risk does occur, it could have
a positive or a negative impact equivalent to $200,000 or
$50,000, respectively, with the probabilities shown in the
figure. What is the EMV for the positive impact?
A. $80,000
B. $200,000
C. $50,000
D. $40,000

90. Sample Questions
9. Consider the following figure. Assume that the risk has a 50%
probability of occurrence. If the risk does occur, it could have
a positive or a negative impact equivalent to $200,000 or
$50,000, respectively, with the probabilities shown in the
figure. What is the EMV for the risk?
A. $25,000
B. $55,000
C. $110,000
D. $50,000

91. Sample Questions
10. Which of the following is a correct statement about
secondary risks?
A. These are the residual risks.
B. These are the risks that have medium or low priority.
C. These are the risks that will be avoided.
D. These are the risks that can result from responses to the
identified risks.

92. Sample Questions
11. Which of the following is not a valid risk response?
A. Risk acceptance
B. Risk sharing
C. Risk mitigation
D. Risk rejection

93. Sample Questions
12. Which of the following is a valid statement about SWOT?
A. It is an analysis technique to identify risks.
B. It refers to the analysis of scope, work, options, and timing.
C. It is a technique used to plan a risk response.
D. It is a technique used to perform quantitative risk analysis.

94. Sample Questions
13. Which of the following is not an output of the qualitative
risk analysis?
A. A prioritized list of risks for a given project objective based
on the probability and impact matrix of the objective
B. A watch list of low-priority risks
C. A list of risks prioritized based on the total effect of each risk
on the overall project objectives
D. A list of trends in the analysis results

95. Sample Questions
14. Which of the following is not an output of quantitative risk
analysis?
A. Probability of meeting the project objectives, such as cost
and schedule
B. A list of risks prioritized based on the total effect of each risk
on the overall project objectives
C. A list of trends in the analysis results
D. Decision about a risk-related contractual agreement

96. Sample Questions
15. Which of the following is not an input to identifying
stakeholders?
A. Project charter
B. Contract
C. Approved project schedule
D. Stakeholder register template

97. Sample Questions
16. You are trying to understand the message sent to you by
one of your team member who lives on the other side of the
globe. The team member has used lots of local phrases and
acronyms that you are trying to understand. According to
the basic communication model, what are you dealing with
here?
A. Noise and decoding
B. Encoding and feedback
C. Message and feedback
D. Broken English

98. Sample Questions
17. Which of the following is not an output of communication
planning?
A. Methods of communication
B. Communication constraints
C. Frequency of reporting the project status
D. Stakeholder management strategy