PMP Preparation Overview Updated for PMBOK.docx

PMP Preparation Overview Updated for PMBOK.docx

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PMPPreparationOverviewUpdatedforPMBOK

PMArea

AreaProcess

ImportantToolsandTechniques

MajorDeliverables（Outputs）

ProcessGroup

OtherNotes

ProjectIntegrationManagement–Processesrequiredtoensurethatthevariouselementsoftheprojectareproperlycoordinated

ProjectPlanDevelopment–takingtheresultsofotherplanningprocessesandputtingthemintoaconsistent,coherentdocument

♦ProjectPlanningMethodology

♦ProjectPlan

Planning

ProjectPlanshouldinclude:

ProjectCharter,ScopeStatement,WBS,Budget,Schedule,Risks,andothers.

ProjectPlanExecution–carryingouttheprojectplanbyperformingtheactivitiesincludedtherin

♦GeneralManagementSkills

♦WorkAuthorizationSystem

♦PMIS

♦WorkResults

♦ChangeRequests

Executing

PM’sroleistointegrateallpiecesofaprojectintoacohesivewhole.Itismanagement’s（e.g.seniormanagement）responsibilitytodefinetheprojectand“protect”itfromchanges.

OverallChangeControl–Coordinatingchangesacrosstheentireproject

♦ChangeControlSystem

♦PerformanceMeasurement

♦PMIS

♦ProjectPlanUpdates

♦CorrectiveAction

♦LessonsLearned

Controlling

PMmustbeconcernedwiththefollowingforoverallchangecontrol:

1.Influencingthefactorsthataffectchange.

2.Ensuringthatchangeisbeneficial.

3.Determiningthatachangehasoccurred.

4.Managingchangesastheyoccur.

ProjectScopeManagement–processesrequiredtoensurethattheprojectincludesalltheworkrequired,andonlytheworkrequired,tocompletetheprojectsuccessfully

Initiation–committingtheorganizationtobeginthenextphaseoftheproject

♦ProjectSelectionMethods

♦ExpertJudgment

♦ProjectCharter

♦Constraints

♦Assumptions

Initiating

ProjectManagershouldbeidentifiedinthisphase.PMIconsidersthisanoutput.

ScopePlanning–developingawrittenscopestatementasthebasisforfutureprojectdecisions

♦ProductAnalysis

♦Benefit/CostAnalysis

♦AlternativesIdentification

♦ExpertJudgment

♦ScopeStatement

Planning

ScopeStatementshouldinclude:

♦ProjectJustification

♦ProjectProduct

♦ProjectDeliverables

♦ProjectObjectives

ScopeDefinition–subdividingthemajorprojectdeliverablesintosmaller,moremanageablecomponents

♦WBSTemplates

♦Decomposition

♦WorkBreakdownStructure

Planning

WBSisusedasabasisformanyplanningactivitiesandisconsideredveryimportantbyPMI.

ScopeVerification–formalizingacceptanceoftheprojectsscope

♦Inspection

♦FormalAcceptance

Executing

ScopeVerificationdealswiththeacceptanceofthework,notthecorrectnessofthework.QualityControldealswiththecorrectnessofthework.

ScopeChangeControl–controllingchangestotheprojectscope

♦ScopeChangeControlSystem

♦PerformanceMeasurement

♦ScopeChanges

♦CorrectiveAction

♦LessonsLearned

Controlling

CorrectiveAction–Anythingdonetobringexpectedfutureprojectperformanceintolinewiththeprojectplan.

ProjectTimeManagement-Processesrequiredtoensuretimelycompletionoftheproject

ActivityDefinition–identifyingthespecificactivitiesthatmustbeperformedtoproducethevariousprojectdeliverables

♦Decomposition

♦ActivityList

Planning

Decompositionheregeneratesactivities（actionsteps）whereasdecompositioninScopeDefinitiongeneratesdeliverables.

ActivitySequencing–identifyinganddocumentinginteractivitydependencies

♦PrecedenceDiagrammingMethod（PDM）a.k.a.activity-on-node

♦ArrowDiagrammingMethod（ADM）a.k.a.activity-on-arrow

♦ConditionalDiagrammingTechniques（e.g.GERT）

♦ProjectNetworkDiagram

Planning

PDMhas4typesofdependencies（F-S,F-F,S-S,S-F）.ADMonlyusesF-Sdependencies.

ADMusesdummies,PDMdoesn’t.

ActivityDurationEstimating–estimatingthenumberofworkperiodswhichwillbeneededtocompleteindividualactivities

♦ExpertJudgment

♦AnalogousEstimating（i.e.TopDownEstimating）

♦Simulation

♦ActivityDurationEstimates

Planning

PERTandCPMestimatingcanonlybedrawnonanAOAdiagram.

CriticalPathisthelongestpaththroughanetworkdiagramandshowsearliestcompletionofaproject.ItcanbederivedusingCPM,PERT,orMonteCarlo.

ScheduleDevelopment–analyzingactivitysequences,activitydurations,andresourcerequirementstocreatetheprojectschedule

♦MathematicalAnalysis

♦DurationCompression

♦Simulation

♦ProjectSchedule

♦ScheduleManagementPlan

Planning

CPMtechniqueprovidesonly1estimatepertask（i.e.themostlikely）.

PERTtechniqueprovides3estimates（Optimistic（O）,Pessimistic（P）,andMostLikely（M））.

PERTFormulas:

♦（P+4M+O）/6

♦StandardDeviation–（P-O）/6

♦Variance–（（P-O）/6）2

ScheduleControl–controllingchangestotheprojectschedule

♦ScheduleChangeControlSystem

♦PerformanceMeasurement

♦ScheduleUpdates

♦CorrectiveAction

♦LessonsLearned

Controlling

Revisionsareaspecialscheduleupdate,whicharechangestothestartandfinishdatesinapprovedschedule.Theyareusuallyrevisedonlyinresponsetoscopechanges.

ProjectCostManagement-processesrequiredtoensurethattheprojectiscompletedwithintheapprovedbudget

ResourcePlanning–determiningwhatresources（people,equipment,materials）andwhatquantitiesofeachshouldbesuedtoperformprojectactivities

♦ExpertJudgment

♦AlternativesIdentification

♦ResourceRequirements

Planning

CostEstimating–developinganapproximation（estimate）ofthecostsoftheresourcesneededtocompleteprojectactivities

♦AnalogousEstimating（i.e.top-downestimating）

♦ParametricModeling（e.g.regressionanalysisandlearningcurve）

♦Bottom-UpEstimating

♦CostEstimates

♦CostManagementPlan

Planning

Analogousestimatingisgenerallylesscostlyandlessaccuratethanothertechniques.

Bottom-upestimatingaccuracyisdrivenbysizeofworkitemsbeingestimated.Smalleritemsincreasebothcostandaccuracy.

Formulastoremember:

♦SV=BCWP-BCWS

♦CV=BCWP-ACWP

♦SPI=BCWP/BCWS

♦CPI=BCWP/ACWP

CostBudgeting–allocatingtheoverallcostestimatetoindividualworkitems

♦CostEstimatingToolsandTechniques

♦CostBaseline

Planning

Costbaselineisatime-phasedbudgettomeasureandmonitorcostperformance.

CostControl–controllingchangestotheprojectbudget

♦CostChangeControlSystem

♦PerformanceMeasurement

♦RevisedCostEstimates

♦BudgetUpdates

♦CorrectiveAction

♦EstimateatCompletion（EAC）

♦LessonsLearned

Controlling

Formulastoremember:

♦EAC=BAC/CPI

♦ETC=EAC-ACWP

♦VAC=BAC–EAC

ProjectQualityManagement–processesrequiredtoensurethattheprojectwillsatisfytheneedsforwhichitwasundertaken

QualityPlanning–identifyingwhichqualitystandardsarerelevanttotheprojectanddetermininghowtosatisfythem

♦Benefit/CostAnalysis

♦Benchmarking

♦Flowcharting

♦QualityManagementPlan

♦Checklists

♦OperationalDefinitions（i.e.Metrics）

Planning

Quality:

Thetotalityofcharacteristicsofanentitythatbearonitsabilitytosatisfystatedorimpliedneeds.

CustomerSatisfaction:

Conformancetorequirements,specifications,andfitnessforuse.

Qualityisplannedin,notinspectedin.

QualityAssurance–evaluatingoverallprojectperformanceonaregularbasistoprovideconfidencethattheprojectwillsatisfytherelevantqualitystandards

♦QualityPlanningToolsandTechniques

♦QualityAudits

♦QualityImprovement

Executing

Kaizen（ContinuousImprovement）:

Smallimprovementsinproductsorprocessestoreducecostsandensureconsistencyofproductsorservices.

ISO9000:

Aninternationalstandardthatdescribesarecommendedqualitysystem.Doesnotincludequalityproceduresorforms.

Heuristicisaruleofthumb（e.g.RuleofSeven）

QualityControl–monitoringspecificprojectresultstodetermineiftheycomplywithrelevantqualitystandardsandidentifyingwaystoeliminatecausesofunsatisfactoryperformance

♦Inspection

♦ControlCharts

♦ParetoDiagrams

♦QualityImprovement

♦AcceptanceDecisions

♦Rework

Controlling

♦+/-1sigma=68.26%

♦+/-2sigma=95.46%

♦+/-3sigma=99.73%

♦+/-6sigma=99.99%

Variable:

Characteristictobemeasured（e.g.size,shape）

Attribute:

Themeasurement（e.g.inches,pounds）

StatisticalIndependence:

Theprobabilityof1eventoccurringdoesnotaffecttheprobabilityofanothereventoccurring.

ProjectHumanResourceManagement–processrequiredtomakethemosteffectiveuseofthepeopleinvolvedwiththeproject

OrganizationalPlanning–identifying,documenting,andassigningprojectroles,responsibilitiesandperformingrelationships

♦StakeholderAnalysis

♦HumanResourcePractices

♦OrganizationalTheory

♦Roleandresponsibilityassignments

♦StaffingMgmtPlan

♦OrganizationChart

Planning

PMFormsofPower:

♦Formal（legitimate）–BasedonPosition

♦Reward–GivingRewards

♦Penalty（coercive）–Penalizing

♦Expert–KnowledgeandExperience

♦Referent–Basedonreferencingsomeoneelse’spositionandpower.

PMIsaysbestformsofpowerareExpertandReward.Formal,Reward,andPenaltyarederivedfromPM’spositioninorganization.

StaffAcquisition–gettingthehumanresourcesneededassignedtoandworkingontheproject

♦Negotiations

♦Pre-assignment

♦Procurement

♦ProjectStaffAssigned

♦ProjectTeamDirectory

Planning

ConflictResolutionTechniques:

♦ProblemSolving（Confronting）

♦Compromising

♦Withdrawal

♦Smoothing

♦Forcing

PMIrecommendsProblemSolvingasbestchoicefollowedbycompromising.Forcingislast.

TeamDevelopment–developingindividualandgroupskillstoenhanceprojectperformance

♦TeamBuildingActivities

♦RewardandRecognitionSystems

♦Collocation

♦Training

♦Performa