• Procurement audit

  A Technique used during procurement closure to find successes and failures that might be useful for other contracts and projects in organization.

• Monte Carlo Simulation

  is a process used to predict the probability of outcome based on input. Multiple iterations are done with the input value randomly from probability distribution (of input variable) to create probability distribution of the output. Output is generally Total cost or Completion dates. e.g. It can be determined what is the probability of achieving specific total cost or completing project on certain date.

• Attribute sampling vs.. variable sampling

attribute sampling – the result either conforms or does not conform

variable sampling – the degree to which results conforms

• Quality Theories

Joseph Juran – 80/20 principle, top management involvement, fitness to use

Edward Deming – 14 steps to total quality management, plan-do-check-act cycle

Philip Crosby – advocated cost of poor quality, and prevention over inspection, zero defects, quality = conformance to requirement

Total Quality Management – Theory encourages everybody to continuously find ways to improve quality.

• Process Analysis

  Quality Assurance tool for process improvement. Recurring Process is checked after certain time for improvements.

• Std deviation

+/-1σ – 68.2%

+/-2σ – 95.46%

+/-3σ – 99.73%

+/-6σ – 99.99%
• Kaizen - Continuous improvement

• OPM3

  PMI’s project management maturity model to help organization identify their level of maturity in project management

• Lessons Learnt are created through out the project and shared. Lessons learnt are finalized in Closing process.
• RFI – Request for Information is done before RFP, RFQ or IFB is sent to collect information for sellers. The information can be used to select sellers or to create procurement documents.

• Source Selection Criteria

  Used as guide to select sellers. Sellers can use the criteria to determine the buyer’s need and whether to bid or not.

• Standard Contract and Special Provisions/Conditions

  Standard Contract are created to be used with standard recurring type of procurement by organization. These can be used without separate legal approval. Special Provisions can be added based on Project requirement and needs legal approval before use.

• Privity – Contractual relationship
• Fait Accompli – A negotiating tactic for a must situation such as including meeting government regulations.
• Type of risks – Business risk (risk of gain or loss); Pure (Insurable risk) – only loss
• Risk Audit – A monitor and Control risk process to make sure all risks are identified, you have proper response plans etc.
• Type of performance reports include Status report, Progress report, Trend report, Forecasting report, Variance report, Earned Value report.

• Resource Histogram

  When are resource needed showing spike in resources. This can help PM arrange resources during peaks.

• Laissez Fair – A leadership style where people are left alone and manager work as consultant type as required.

• Reason of conflicts in the order of frequency

Schedule

Project Priorities

Resources

Technical Opinion

Admin procedures

Cost

Personality

• Expectation Theory

  Employees who believe their efforts will lead to effective performance and will be rewarded works productively

• Arbitration – a neutral party resolve dispute
• Perquisites or Perks – special benefit
• Fringe Benefit – Standard benefit everybody gets

• McGregor’s theory of X and Y

  X = People need to be watched, Y = Opposite

• Maslow’s Hierarchy of Needs – Lowest to highest

Physiology

Safety

Social

Esteem

Self-fulfillment

• David McClelland’s Theory of Need or Acquired Need theory

  People are motivated by need for any one of achievement, affiliation, power

• Herzberg’s Theory

  Poor Hygiene factors may destroy motivation, but improving them will not improve motivation. Motivational factors are work related e.g. Responsibility, Self-actualization, professional growth, work recognition.

• Phase exists are also known as phase gates, decision gates,stage gates, kill points or milestones.

• Quality Function deployment

  A type of facilitated workshop technique used in requirement gathering to determine critical characteristics of new product. It starts by Voice of customer (collecting customer needs).

• Tornado diagram

  A type of Sensitivity analysis (Modelling) technique used in Quantitative risk analysis comparing relative importance and impact of variables.

• Force majeure - a powerful and unexpected event, such as a hurricane or other disaster
• Unique organization culture (part of environmental factors) include

Shared vision, values, norms, beliefs, expectations

Policies, methods, procedures

View of authority relationships

Work ethics and work hours
• Cultural differences should be considered when deciding recognition and rewards during develop team process.

• Accuracy of estimate

Rough of order of magnitude – -50% to +50%, generally used in initiating phase

Budget estimate – -10% to to +25%, generally used in planning

Definitive estimate – -10% to +10%
• Activity Attributes – information associated with an activity such as Predecessor, Successor, resources assigned etc.
• Activity Duration – Time in calendar units.
• Actual Duration – Time in calendar units between actual start date and current date if activity is not finished
• Code of Accounts – Numbering system used to identify wbs elements.
• Cost Performance Baseline – A specific version of time phased budget to compare actual cost to planned cost.
• Duration – Time in workweeks or workdays.
• Effort – The number of labor units required to complete schedule activity.
• Master Schedule – Summary level schedule including major deliverable.
• Planning Package – WBS Component below control account with known work content but without detailed schedule
• Project Organization Chart – A chart that shows project team members and their relationships.
• Project Scope Statement – Contains description of project scope, major deliverables, assumptions, constraints and description of work.
• Residual Risk – A risk that remains after risk response implementation.
• Resource Breakdown Structure – A hierarchy chart used to show resources by category and type used for resource levelling.
• Scope Creep – Adding Scope without approval and without analyzing effect on constraints
• Secondary Risk – A risk that arises as a result of implementing risk response.

• Strategies to deal to with risks

Negative Risks or threats -

Avoid – Changing Plan to avoid risks completely example changing schedule or limiting scope.

Transfer – Transfer risks on someone else e.g. Outsourcing using FP Contract, Insurance etc

Mitigate – Reducing probability or impact.

Accept – accept the risk.

Positive risks or Opportunities -

Exploit – Reduce the uncertainty of risk happening

Share – Share the risks with another party who is best able to capture it.

Enhance – Increase probability or impact of risk

Accept – Accept but do not actively pursue it.

• Techniques for resolving conflict

  There are six techniques

  Withdrawing/Avoiding – Retracting from an actual or potential conflict situation.

Smoothing/Accommodating – Emphasize area of agreement

Compromising – Alternative where everybody compromises a little.

Forcing – Pushing one viewpoint

Collaborating – discussing multiple view point, results in consensus and commitment

Confronting/Problem Solving – Treating conflict as a potential problem, best method as resolves cause.

• Five Phases of team building

Forming – Initial stage when team is formed and members learn about their roles and responsibilities.

Storming – The team starts to work on individual tasks. The team is not collaborative yet.

Norming – The team begins to work together and trust each other.

Performing – The team functions as a unit and performs as team.

Adjourning – The team completes the work.

• Performing Quality Control

Cause and Effect diagrams or Ishikawa diagram or Fishbone diagram – shows how factors can be related to effects.

Control Charts

Flowcharting

Histogram – A bar chart showing how often a variable occurs.

Pareto Chart – A type of histogram showing frequency of occurrence.

Run Chart – Similar to Control Chart without showing limits
Scatter diagram – shows relationship between two variables and whether these are related or not.

Statistical Sampling

Inspection

Approved Change Request Review

• Precision Vs Accuracy

Precision is the degree of scatter for repeated measurement. Accuracy is how close the measure value is to expected value.

• Quality Vs Grade

Quality and Grade are different though can be confused. Quality is the degree to which outcome meets the specified requirements and measurements. Grade is the category of the product. For example, Software can have two grades, one with limited features other with all the features.

• Critical Path Method

Critical Path - Critical path is the longest duration path in the network diagram and provides shortest time to complete the project.

Near Critical Path – The path closest to the critical path. The closer near critical path is to critical path, the more risk to the project. Why? Because if there is need to shorten critical path or lengthen the near critical path, the near critical path will become new critical path.

• Types of Activity Duration Estimations

Analogous Estimating – Uses parameters from similar historical projects to estimate.

Parametric Estimating – Uses statistical relationship between historical data and variables. Example – cost per labour hour

Three Point Estimate – PERT (Program Evaluation and Review Technique)E = (O+4M+P)/6

Heuristic – Rule of Thumb (e.g.. Testing should take 50% of what development takes)  

• Float(Slack) -

Total Float- The amount of time an activity can be delayed without delaying project end date or next milestone.

Free Float - The amount of time an activity can be delayed without delaying early start of successor activity

Project Float - The amount of time project can be delayed without delaying promised completion date.Activities on critical path have zero float.

Float = LS – ES = LF – EF
• Fast Tracking – Doing Critical path activities in parallel.
• Crashing – Compressing schedule by increasing cost e.g. Adding resources.
• Resource Levelling – Limiting resources by compromising schedule and cost to the project.
• Critical Chain Method – A resource constrained critical path is critical chain. Network diagram is prepared and critical chain is calculated by adding resource dependencies. A buffer is added before milestones to provide cushion.
• Requirements Traceability Matrix - A table that links requirement to original goal or object or objective to provide traceability.

• Change Requests and actions

  Actions are taken during projects to mitigate or stop performance deviation.

  Corrective Action – Action taken to bring future performance back to expected performance.

Preventive Action – Action taken in advance to stop performance to deviate from expected performance.

Defect Repair – Repair the bug or problem or replace the faulty item

• Project Documents

  Any document that is not part of project management plan. It includes Project Charter, SOW, Contracts, Stakeholder Register, Risk Register, Issue Log, Change Log, Quality metrics etc.

• Project Management Information System - Any software tools used in project management process.

• Change Control System

An organizational process asset that includes forms, templates, procedures, software to control, track and monitor changes. This is generally a subset of Configuration management system.

• Any action that would require change to the project management plan would require a change request. The change can also be requested by stakeholders. Change request would than need to go thru Integrated Change Control Process.

Evaluate the impact

Create options – including Crashing, Fast tracking etc.

Internally approve the Change request

Review with management and sponsor

Review with Customer if required

Update the status of the in change control system

• Work Authorization System

Work Authorization System is the tool to authorize work performed during Project. It is collection of formally documented procedures to define to ensure work is performed by right resource or team, at appropriate time and proper sequence. The procedures also include required forms, templates, steps and approvals required to perform work,

• At the beginning of the project there is less cost and less demand for resources. Also there is a higher risk of failure at the beginning of the project. The risk reduces over the life of the project. The stakeholder influence is maximum at the beginning of the project and reduces over the life of the project.
• Progressive Elaboration means adding more details in an iterative fashion. Project Management Plan is developed using progressive elaboration.

• Organizational Process Assets

Organization Process Assets include all existing documents, templates, Historical information, Lessons learned, plans, procedures, guidelines, risk data etc that can influence project’s success.

• Enterprise Environmental Factors

Enterprise Environmental Factors are unique factors (internal and external) that might impact Project’s success. These are inputs to most Project Management Processes.

Company Culture and Structure

Government regulations

Industry Standards

Existing Infrastructure

Existing Resources and Available Skills

HR Policies

Market Conditions

Risk Tolerance

Political Climate

Project Management tools

• Project Life Cycle, Project Phases

All projects follow a life cycle from start to close. Generic life cycle can be think of as Starting, Preparing, Executing and Closing.

Project can have multiple phases. Each Phase is like a new project and goes thru Project Life cycle. Phases would generally have one of the following relationships

Sequential – New Phase can only start after completing current phase

Overlapping – New Phase will start before ending current phase.

Iterative – Only one phase is planned initially and new phase will be planned later as the work continues in the current phase.

Stakeholders may have varied level of interest, involvement, and influence on the project. It is extremely important to identify all the stakeholders and manage them as Stakeholders can have negative and positive influence on the project. The stakeholders can include Customer, End Users, Sponsor, Program manager, Portfolio Manager, PMO, Project manager, Project Team, Functional Managers, Operation Managers, Sellers, Vendors, Legal department.

Customers/End Users – These are people who will be using the Project output.

Sponsor – Sponsor is the person or a Group, who generally provide financial support and act as the advocate of the project. Sponsors act as escalation path for the issues that Project Manager can not handle. Sponsor provides key input to the scope and project charter. Charter is then signed by Senior Management.

Portfolio Manager – Portfolio Manager might increase or decrease the priority of the project and might be involved in the selection of project by looking at ROI.

Program Manager – Provides support and oversight to the project.

Project Management Office – Might provide support and guidance to Project Management team.

Project Manager – Key person responsible for achieving Project objectives by managing key constraints.

Project Team – All team members involved in the project including Project Manager, Project management team members, and Other team members.

Functional managers - Provides functional resources for functional expertise in the project.

Operational Manager – Includes key Business area in the organization. After closing, Project outcome is handed over to Operational Manager.

Sellers/Vendors – Provides external service or expertise to the project.

EV = %Complete*BAC

AC = %Spent*BAC

CV = EV–AC (>0 Good)

SV = EV–PV (>0 Good)

CPI = EV/AC (>1 Good)

SPI = EV/PV (>1 Good)

EAC = AC+Bottom up ETC – Best however team has to stop working and spend time

EAC = AC+BAC–EV – Remaining work to be performed at budgeted rate

EAC = BAC/Cumulative CPI – Remaining work to be performed at present CPI

EAC = AC+(BAC–EV)/(Cumulative CPI*Cumulative SPI) – Remaining work to be performed at present rate involving both SPI and CPI

ETC = EAC–AC or Re-estimate

VAC = BAC–EAC

TCPI = (BAC-EV)/(BAC-AC ) or (EAC–AC) – EAC will be used once it is determined BAC is no longer achievable, less then 1 is good

PV = FV/(1+r)ⁿ

Communication Channels = n(n-1)/2

EMV = P*I

PERT EAD = (O+4M+P)/6

PERT Project Duration = Sum of PERT EADs

SD = (P-O)/6

Variance of Activity =  [SD]² = [(P-O)/6]²

SD of Project = Square Root of Var1 + var2 + ……

Range of activity duration = EAD +/- SD

Total Float/Slack = LS-ES or LF-EF – zero on critical path

BCR/IRR/NPV – Bigger is better

Mean – Average

Median – Center number/value or average of center values

Mode – The most frequent number

Contract Incentives Savings = Target Cost – Actual Cost

Bonus = Savings x Percentage

Contract Cost = Bonus + Fees

Total Cost = Actual Cost + Contract Cost

PTA = (Ceiling Price – Target Price)/Buyer’s Share ratio +Target Cost

Terms Used

Planned Value (PV)

Actual Cost (AC)

Earned Value (EV)

Budget At Completion (BAC)

Cost Variance (CV)

Schedule Variance (SV)

Cost Performance Index (CPI)

Schedule Performance Index (SPI)

Estimate at Completion (EAC)

Estimate to Complete (ETC)

Variance At Completion (VAC)

Probability (P)

Impact (I)

Expected Monetary Value (EMV)

Expected Activity Duration (EAD)

Standard Deviation (SD)

Late Start, Early Start, Late Finish, Early Finish (LS, ES, LF, EF)

Point of Total Assumption (PTA)

To Complete Performance Index [TCPI]

Input, Tools & Technique, Output for each process forms the basis for PMBOK. Here are all the ITTO for all 42 Processes in PMBOK4.

Integration Management

Initiation

Project Charter

Input
Project Statement of work
Business case
Contract
Enterprise environmental factors
Organizational process assets

Tools & Techniques
Expert judgement

Output
Project Charter

Planning

Develop Project Management Plan

Inputs
Project charter
Outputs from planning processes
Enterprise environmental factors
Organizational process assets

Tools & Technique
Expert judgement

Output
Project Management Plan

Executing

Direct and Manage Project Execution

Inputs
Project management plan
Approved change requests
Enterprise Environmental factors
Organizational Process Assets

Tools & Techniques
Expert judgement
Project management information system

Outputs
Deliverable
Work performance information
Change requests
Project Management Plan Updates
Project document updates

Monitoring & Controlling

Monitor and Control Project Work

Inputs
Project management plan
Performance reports
Enterprise environmental factors
Organizational process assets

Tools & Techniques
Expert judgement

Outputs
Change requests
Project management plan updates
Project document updates

Perform Integrated Change Control

Inputs
Project management plan
Work performance information
Change requests
Enterprise environmental factors
Organizational process assets

Tools & Techniques
Expert judgement
Change control meetings

Outputs
Change request status updates
Project management plan updates
Project document updates

Closing

Close Project or Phase

Inputs
Project management plan
Accepted deliverables
Organizational process assets

Tools & Techniques
Expert judgement

Outputs
Final product, service or result transition
Organizational process assets updates

Scope Management

Planning

Collect Requirement

Inputs
Project charter
Stakeholder register

Tools & Techniques
Interviews
Focus groups
Facilitated workshops
Group creativity techniques
Group decision-making techniques
Questionnaires and surveys
Observations
Prototypes

Outputs
Requirements documentation
Requirements management plan
Requirements traceability matrix

Define Scope

Inputs
Project charter
Requirements documentation
Organizational process assets

Tools & Techniques
Expert judgement
Product analysis
Alternative identification
Facilitated workshops

Outputs
Project scope statement
Project document updates

Create WBS

Inputs
Project Scope Statement
Requirements documentation
Organizational process assets

Tools & Techniques
Decomposition

Outputs
WBS
WBS dictionary
Scope baseline
Project document updates

Monitoring & Controlling

Verify Scope

Inputs
Project management plan
Requirements documentation
Requirements traceability matrix
Validated deliverables

Tools & Techniques
Inspection

Outputs
Accepted Deliverable
Change requests
Project document updates

Control Scope

Inputs
Project management plan
Work Performance Information
Requirements documentation
Requirements traceability matrix
Organizational process assets

Tools & Techniques
Variance analysis

Outputs
Work performance measurements
Organizational process assets updates
Change requests
Project management plan updates
Project document updates

Time Management

Planning

Define Activities

Inputs
Scope baseline
Enterprise environmental factors
Organizational process assets

Tools and Techniques
Decomposition
Rolling wave planning
Templates
Expert judgement

Outputs
Activity list
Activity attributes
Milestone list

Sequence Activities

Inputs
Activity List
Activity attributes
Milestone list
Project scope statement
Organizational process assets

Tools and Techniques
Precedence diagram method (PDM)
Dependency determination
Applying leads and lags
Schedule Network Templates

Outputs
Project schedule network diagrams
Project document updates

Estimate Activity Resources

Inputs
Activity List
Activity attributes
Resource calendars
Enterprise environmental factors
Organizational process assets

Tools and Techniques
Expert judgement
Alternative analysis
Published estimating data
Bottom-up estimating
Project Management software

Outputs
Activity resource requirements
Resource breakdown structure
Project document updates

Estimate Activity Durations

Inputs
Activity list
Activity attributes
Activity resource requirements
Resource calendars
Project scope statement
Enterprise environmental factors
Organizational process assets

Tools and Techniques
Expert judgement
Analogous estimating
Parametric estimating
Three-point estimates
Reserve analysis

Outputs
Activity duration estimates
Project document updates

Develop Schedule

Inputs
Activity List
Activity attributes
Project Schedule Network diagram
Activity Resource requirements
Resource Calendars
Activity duration estimates
Project scope statement
Enterprise Environmental Factors
Organizational process assets

Tools and Techniques
Schedule network analysis
Critical path method
Critical chain method
Resource levelling
What-if scenario analysis
Applying leads and lags
Schedule Compression
Scheduling tool

Outputs
Project Schedule
Schedule baseline
Schedule data
Project document updates

Monitoring & Controlling

Control Schedule

Inputs
Project management plan
Project schedule
Work performance information
Organizational process assets

Tools and Techniques
Performance reviews
Variance analysis
Project management software
Resource levelling
What-if scenario analysis
Adjusting leads and lags
Schedule compression
Scheduling tool

Outputs
Work performance measurements
Organizational process assets updates
Change requests
Project management plan updates
Project document updates

Cost Management

Planning

Estimate Costs

Input
Scope Baseline
Project Schedule
HR Plan
Risk Register
Enterprise Environmental Factors
Organizational Process assets

Tools & Techniques
Expert Judgement
Analogous Estimate
Parametric Estimate
Bottom-Up Estimate
Three-Point Estimate
Reserve Analysis
Cost Of Quality
Project Management Estimating Software
Vendor Bid Analysis

Outputs
Activity Cost Estimate
Basis of Estimates
Project Document updates

Determine Budget

Input
Activity Cost Estimates
Basis of Estimate
Scope Baseline
Project Schedule
Resource Calendars
Contracts
Organizational Process Assets

Tools & Techniques
Cost Aggregation
Reserve Analysis
Expert Judgement
Historical relationships
Funding limit reconciliation

Outputs
Cost Performance Baseline
Project Funding requirements
Project document updates

Monitoring & Controlling

Control Costs

Input
Project management Plan
Project funding requirements
Work Performance information
Organizational Process assets

Tools & Techniques
Earned Value management
Forecasting
To-complete performance index (TCPI)
Performance reviews
Variance analysis
Project Management software

Outputs
Work performance measurements
Budget forecast
Organizational process assets updates
Change request
Project management plan updates
Project document updates

Quality Management

Planning

Plan Quality

Inputs
Scope baseline
Stakeholder register
Cost performance baseline
Schedule baseline
Risk register
Enterprise environmental factors
Organizational Process assets

Tools and Techniques
Cost-benefit analysis
Cost of quality
Control charts
Benchmarking
Design of experiments
Statistical sampling
Flow charting
Proprietary quality management methodology
Additional quality planning tools

Outputs
Quality management plan
Quality metrics
Quality checklists
Process improvement plan
Project document updates

Executing

Perform Quality Assurance

Inputs
Project management plan
Quality metrics
Work performance information
Quality control measurements

Tools and Techniques
Plan Quality and Perform Quality Control tools and techniques
Quality audits
Process analysis

Outputs
Organizational process updates
Change requests
Project management plan updates
Project document updates

Monitoring & Controlling

Perform Quality Control

Inputs
Project management plan
Quality metrics
Quality checklists
Work performance measurements
Approved change requests
Deliverable
Organizational process assets

Tools and Techniques
Cause and effect diagram
Control charts
Flow charting
Histogram
Pareto chart
Run chart
Scatter diagram
Statistical Sampling
Inspection
Approved change requests review

Outputs
Quality control measurements
Validated changes
Validated deliverables
Organizational process assets updates
Change requests
Project management plan updates
Project document updates

HR Management

Planning

Develop HR Plan

Inputs
Activity resource requirements
Enterprise environmental factors
Organizational process assets

Tools and Techniques
Organization charts and
position descriptions
Networking
Organizational Theory

Outputs
Human resource plan

Executing

Acquire Project Team

Inputs
Project management plan
Enterprise environmental factors
Organizational process assets

Tools and Techniques
Pre-assignment
Negotiation
Acquisition
Virtual teams

Outputs
Project staff assignments
Resource calendars
Project management plan updates

Develop Project Team

Inputs
Project staff assignment
Project management plan
Resource calendars

Tools and Techniques
Interpersonal skills
Training
Team-building activities
Ground rules
Co-location
Recognition and rewards

Outputs
Team performance assessments
Enterprise environmental factors updates

Manage Project Team

Inputs
Project staff assignments
Project management plan
Team performance assets
Performance reports
Organizational process assets

Tools and Techniques
Observation and conversation
Project performance appraisals
Conflict management
Issue log
Interpersonal skills

Outputs
Enterprise environmental factors updates
Organizational process assets updates
Change requests
Project management plan updates

Communication Management

Initiation

Identify Stakeholders

Inputs
Project Charter
Procurement documents
Enterprise environmental factors
Organizational process assets

Tools & Techniques
Stakeholder analysis
Expert judgement

Outputs
Stakeholder register
Stakeholder management strategy

Planning

Plan Communications

Inputs
Stakeholder register
Stakeholder management strategy
Enterprise environmental factors
Organizational process assets

Tools & Techniques
Communication requirements analysis
Communication technology
Communication models
Communication methods

Outputs
Communications management plan
Project document updates

Executing

Distribute Information

Inputs
Project management plan
Performance reports
Organizational process assets

Tools & Techniques
Communication methods
Information distribution tools

Outputs
Organizational process assets updates

Manage Stakeholder Expectation

Inputs
Stakeholder register
Stakeholder management strategy
Project management plan
Issue log
Change log
Organizational process assets

Tools & Techniques
Communication methods
Interpersonal skills
Management skills

Outputs
Organizational process assets updates
Change requests
Project management plan updates
Project document updates

Monitoring & Controlling

Report Performance

Inputs
Project Management Plan
Work performance information
Work performance measurements
Budget forecasts
Organizational process assets

Tools & Techniques
Variance analysis
Forecasting methods
Communication methods
Reporting systems

Outputs
Performance reports
Organizational process assets updates
Change requests

Risk Management

Planning

Plan Risk Management

Input
Project Scope Management
Cost management plan
Schedule management plan
Communication management plan
Enterprise environmental factors
Organizational process assets

Tools & Techniques
Planning meetings & analysis

Output
Risk Management plan

Identify Risks

Input
Risk Management plan
Activity Cost Estimates
Activity duration estimates
Scope Baseline
Stakeholder register
Cost Management plan
Schedule Management plan
Quality Management plan
Project documents
Enterprise environmental factors
Organizational Process assets

Tools & Techniques
Documentation reviews
Information gathering technique
Checklist analysis
Assumptions analysis
Diagramming techniques
SWOT analysis
Expert judgement

Output
Risk register

Perform Qualitative Risk Management

Input
Risk register
Risk Management plan
Project scope statement
Organizational process assets

Tools & Techniques
Risk probability and impact assessment
Probability and impact assessment
Risk data quality assessment
Risk categorization
Risk urgency assessment
Expert judgement

Output
Risk register updates

Perform Quantitative Risk Management

Input
Risk register
Risk Management Plan
Cost Management plan
Schedule Management plan
Organizational Process assets

Tools & Techniques
Data gathering and representative techniques
Quantitative risk analysis and modelling techniques
Expert Judgement

Output
Risk register updates

Plan Risk Responses

Input
Risk register
Risk Management Plan

Tools & Techniques
Strategies for negative risks or threats
Strategies for positive risks or opportunities
Contingent response strategies
Expert judgement

Output
Risk register updates
Risk-related contract decisions
Project management plan updates
Project document updates

Monitoring & Controlling

Monitor & Control Risks

Input
Risk register
Project management plan
Work performance information
Performance reports

Tools & Techniques
Risk assessment
Risk audits
variance and trend analysis
Technical performance measurement
Reserve analysis
Status meetings

Output
Risk register updates
Organizational Process assets updates
Change requests
Project management plan updates
Project document updates

Procurement Management

Planning

Plan Procurements

Inputs
Scope baseline
Requirements documentation
Teaming agreements
Risk register
Risk-related contract decisions
Activity resource requirements
Project schedule
Activity cost estimates
Cost performance baseline
Enterprise environmental factors
Organizational process assets

Tools and Techniques
Make-or-buy analysis
Expert judgement
Contract types

Outputs
Procurement management plan
Procurement statements of work
Make-or-buy decisions
Procurement documents
Source selection criteria
Change requests

Executing

Conduct Procurements

Inputs
Project Management Plan
Procurement documents
Source Selection criteria
Qualified seller list
Seller proposals
Project documents
Make-or-buy decisions
Teaming agreements
Organizational process assets

Tools and Techniques
Bidder conferences
Proposal evaluation techniques
Independent estimates
Expert judgement
Advertising
Internet search
Procurement negotiations

Outputs
Selected sellers
Procurement contract award
Resource calendars
Change requests
Project management plan updates
Project document updates

Monitoring & Controlling

Administer Procurements

Inputs
Procurement documents
Project management plan
Contract
Performance reports
Approved change requests
Work performance information

Tools and Techniques
Contract change control system
Procurement performance reviews
Inspection and audits
Performance reporting
Payment systems
Claims administration
Records management system

Outputs
Procurement documentation
Organizational process assets updates
Change requests
Project management plan updates

Closing

Close Procurements

Inputs
Project management plan
Procurement documentation

Tools and Techniques
Procurement audits
Negotiated settlements
Records management system

Outputs
Closed procurements
Organizational process updates

Program group together many related projects to better manage interdependent Projects.

Portfolio consist many projects and programs to better manage and align organization’s objectives. Projects in Portfolio might not be related or interdependent.

• Going for PMP might prove be an advantage in certain situations. If you have long Project Management career ahead of you, the investment might be worth it.
• Relevant Experience and other related factors are still the most important factors for hiring managers. PMP can help if choice is between similar candidates.
• If Competition is high, PMP could be used as screening factor. Only PMP holders might move to next round.
• If the job requirements are not clear or if hiring team does not have much Project Management experience, they might put lot of weight on PMP and training to be safe.
• PMP (PMBOK) provides a common language for project management. Projects generally involve people from different departments, countries, companies (vendors, customers). Having a common language helps reduces chance of misunderstanding and miscommunication.

• PMP Exam is 200 questions multiple exam. Out of these 25 questions are experimental questions. These questions are not counted. These are the questions PMI attempts to validate before including in future exams. These questions will be placed randomly in the exam. You will be scored on remaining 175 real exam questions. You need 61% i.e. 106 correct answers to pass the test. (Note – This information was disclosed by PMI some time back. However, the passing percentage is not officially disclosed anymore)
• Every question will have only one correct answer.
• There is no negative marking in the exam. So, there is no penalty for guessing.
• Here is the breakdown of questions. These may be presented in random order in the exam.

Initiation – 11%

Planning – 23%

Executing – 27%

Monitoring & Controlling – 21%

Closing – 9%

Professional and Social Responsibility – 9%
• The duration of exam is 4 hours.

• The questions sometimes contain extra information that is not relevant and is not required to answer the question. Learn to ignore such information.
• Each question has only one correct answer. Learn to choose best answer. Read all options before answering.
• Keep PMI perspective in mind while answering.
• Generalized answers (uses always, never, must etc) are often incorrect.
• Special cases (uses often, sometimes, may, generally, perhaps etc) are often correct.
• Eliminate impossible choices first.
• There is no negative marking for incorrect answers. So, guess if you do not know.

PMI Perspective

Some of the PMI perspective you should keep in mind while answering

• The project manager takes proactive approach and does not wait until risk or problem occurs.
• Project manager does not escalate problem to the higher management or customer without analyzing and identifying options.
• Assumes lessons learnt and historical databases are available.
• Assumes good Process assets are available including PM methodologies, risk and quality procedures etc and project manager adopts these to his/her project.
• Gold plating is not allowed.
• WBS is great tool and is always used.
• Scope and Roles & responsibilities are clearly defined.
• Project Manager should be assigned early in the initiation phase.

Project Management professionals with Bachelor degree require 3 years of Project Management experience within past 6 years. This should include minimum 4500 hrs managing and directing Project tasks. High School Graduates require 5 years of Project Management experience within past 8 years. This should include minimum 7500 hrs managing and directing Project tasks.

You also need 35 Contact hours training in Project Management. The training should have been completed before you apply. The training requirement can be fulfilled by attending training provided by REPs (Registered Education provider) or by documenting project training during Collage, Work or trainings conducted by other training providers.

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