07 PMP Training Notes

8/11/2019 07 PMP Training Notes

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MI Exam Study Notes Sajid Jambagi

PROJECT MANAGEMENT KNOWLEDGE AREAS & 44 Processes

Ko'e#!e Areas Major Processes Pr/"ar$ *01ts Too's & Tec/31es Pr/"ar$ O1t01ts

*NTEGRAT*ON CMMMICDevelop Project Charter Developing the project charter

that formall a!thori"e# aproject or a project pha#e

$% Contract &'hen applica(le)*% Project Statement of +or,-% Enterpri#e environmental factor#4% Organi"ational Proce## A##et#

$% Project Selection .etho/#*% Project .anagement.etho/olog &P..)-% Project .anagement

0nformation ##tem&P.0S)4% E1pert 2!/gment

$% Project Chapter

Develop PreliminarProject Scope Statement

Developing Preliminar ProjectScope Statement that provi/e#high level #cope narrative%

$% Project Charter*% Project Statement of +or,-% Enterpri#e Environmental Factor#4% Organi"ational Proce## A##et#

$% P..*% P.0S-% E1pert 2!/gment

$% Preliminar project Scope Statement

Develop Project.anagement Plan

Doc!menting the action#nece##ar to /efine3 prepare3integrate an/ coor/inate all#!(#i/iar plan# into a projectmanagement plan%

$% Preliminar project Scope Statement*% Project .anagement Proce##e#-% Enterpri#e Environmental Factor#4% Organi"ational Proce## A##et#


$% Project .anagement Plan

Direct an/ .anage ProjectE1ec!tion

E1ec!ting the 'or, /efine/ inthe project management plan toachieve the project#re5!irement# /efine/ in theproject #cope #tatement%

$% Project .anagement Plan*% Approve/ Corrective action#-% Approve/ Preventive Action#4% Approve/ Change e5!e#t#7% Approve/ /efect repair6% 8ali/ate/ /efect epair9% A/mini#trative Clo#!re Proce/!re

$% P..*% P.0S

$% Delivera(le#*% e5!e#te/ Change#-% +or, Performance 0nformation4% 0mplemente/ corrective action#7% 0mplemente/ Preventive action#6% 0mplemente/ Change e5!e#t#9% 0mplemente/ /efect repair

.onitor an/ ControlProject +or, .onitoring an/ Controlling theproce##e# !#e/ to initiate3 plan3e1ec!te3 an/ clo#e a project tomeet the performanceo(jective# /efine/ in the projectmanagement plan

$% Project .anagement Plan*% +or, Performance 0nformation-% ejecte/ Change e5!e#t#

$% P..*% P.0S-% Earne/ 8al!e Techni5!e4% E1pert 2!/gment

$% ecommen/e/ corrective action#*% ecommen/e/ Preventive action#-% ecommen/e/ Defect epair4% Foreca#t#7% e5!e#te/ Change#

0ntegrate/ Change Control evie'ing all change re5!e#t#3approving change#3 an/controlling change# to the/elivera(le# an/ organi"ationalproce## a##et#%

$% Project .anagement Plan*% Delivera(le#-% +or, Performance 0nformation4% e5!e#te/ Change#7% ecommen/e/ corrective action#6% ecommen/e/ Preventive action#9% ecommen/e/ Defect epair


$%Project .anagement Plan&!p/ate#)*% Project Scope Statement &!p/ate#)-% Delivera(le#4% Approve/ corrective action#7% Approve/ corrective action#6% Approve/ Change e5!e#t#9% ejecte/ Change e5!e#t#:% Approve/ Defect epair;% 8ali/ate/ Defect epair

Clo#e Project Finali"ing all activitie# acro##all of the project managementproce## gro!p# to formall clo#ethe project or a project pha#e%

$% Project .anagement Plan*% Contract Doc!mentation-% Delivera(le#4% +or, Performance 0nformation

7% Enterpri#e environmental factor#6% Organi"ational Proce## A##et#


$% A/mini#trative clo#!re Proce/!re*% Contract clo#!re Proce/!re-% Final Pro/!ct3 Service or re#!lt4% Organi"ational Proce## A##et# &!p/ate

SCOPE Pac, DnamiteWith erifie/ Care

(PC)Scope Planning Creating a project #cope

management plan that/oc!ment# ho' the project#cope 'ill (e /efine/3 verifie/3controlle/ an/ ho' the 'or,(rea,/o'n #tr!ct!re 'ill (ecreate/ an/ /efine/%

$% Project charter*% Preliminar Project Scope Statement-% Project .anagement Plan4% Organi"ational Proce## A##et#7% Enterpri#e environmental factor#

$% E1pert 2!/gment*% Template#3 form#3 #tan/ar/#

$% Project Scope .anagement Plan

Scope Definition Developing a /etaile/ project#cope #tatement a# the (a#i# forf!t!re project /eci#ion#%

$% Project charter*% Preliminar Project Scope Statement-% Project Scope .anagement Plan4% Organi"ational Proce## A##et#

7% Approve/ Change re5!e#t#

$% Pro/!ct anal#i#*% Sta,ehol/er anal#i#-% Alternative# 0/entification4% E1pert 2!/gment

$% Project Scope Statement*% Project Scope .anagement plan&!p/ate#)-% e5!e#te/ change#

Create +BS S!(/ivi/ing the major project/elivera(le# an/ project 'or,into #maller more managea(lecomponent#

$% Project Scope Statement*% Project Scope .anagement Plan-% Organi"ational Proce## A##et#4% Approve/ Change re5!e#t#

$% +or, Brea,/o'n Str!ct!reTemplate#*% Decompo#ition

$% Project Scope Statement &


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project (!/get% 4% +or, performance information7% Approve/ Change re5!e#t#6% Project management plan

-% Foreca#ting4% Project performance revie'#7% Project .anagement #oft'are6% 8ariance .ea#!rement

4% Foreca#te/ Completion7% e5!e#te/ Change#6% ecommen/e/ corrective action#9% Organi"ation proce## a##et# &!p/ate#):% Project management plan &!p/ate#)

,-AL*T5 The 3!alit -=PAC,% (% PC)

?!alit Planning 0/entifing 'hich 5!alit#tan/ar/# are relevant to theproject an/ /etermining ho' to#ati#f them%

$% Enterpri#e environmental factor#*% Organi"ational Proce## A##et#-% Project Scope Statement4% Project .anagement Plan

$% Co#t=Benefit anal#i#*% Benchmar,ing-% De#ign of e1periment#4% Co#t of 5!alit &CO?)7% A//itional 5!alit PlanningTool#

$% ?!alit management plan*% ?!alit .etric#-% ?!alit Chec,li#t#4% Proce## 0mprovement Plan7% ?!alit Ba#eline6% Project .anagement Plan &!p/ate#)

Perform ?!alitA##!rance

Appling the planne/##tematic 5!alit activitie# toen#!re that project emplo# allproce##e# nee/e/ to meetre5!irement#

$% ?!alit management plan*% ?!alit .etric#-% Proce## 0mprovement Plan4% +or, performance 0nformation7% ?!alit control .ea#!rement#6% Approve/ Change e5!e#t#9% 0mplemente/ Corrective Action#:% 0mplemente/ Preventive Action#;% 0mplemente/ Change e5!e#t#$>% 0mplemente/ Defect epair

$% ?!alit planning tool# an/techni5!e#*% ?!alit a!/it#-% Proce## anal#i#4% ?!alit control tool# an/techni5!e#

$% e5!e#te/ Change#*% Corrective Action#-% Organi"ation proce## a##et# &!p/ate#)4% Project management plan &!p/ate#)

Perform ?!alit Control .onitoring #pecific projectre#!lt# to /etermine 'hetherthe compl 'ith relevant5!alit #tan/ar/# an/ i/entifing

'a# to eliminate ca!#e# of!n#ati#factor performance%

$% ?!alit management plan*% ?!alit .etric#-% ?!alit Chec,li#t#4% Organi"ation proce## a##et#

7% +or, performance 0nformation6% Approve/ Change e5!e#t#9% Delivera(le#

$% Ca!#e an/ effect /iagram*% Control chart#-% Flo'=charting4% @i#togram

7% Pareto chart6% !n Chart9% Scatter /iagram:% Stati#tical #ampling;% 0n#pection$>% Defect repair revie'

$% ?!alit Control .ea#!rement#*% 8ali/ate/ Defect epair-% ?!alit Ba#e line &!p/ate#)4% ecommen/e/ Corrective Action#

7% ecommen/e/ Preventive Action#6% e5!e#te/ Change#9% ecommen/e/ Defect epair:% Organi"ation proce## a##et# &!p/ate#);% 8ali/ate/ /elivera(le#$>% Project management plan &!p/ate#)

6-MANRESO-RCE

P point &mean)%Mote Car'o Aa'$s/s= comp!ter #im!lation of project o!tcome# !#ing PET e#timate#G re#!lt repre#ente/ in S c!rve%Provi/e# the a(ilit to comp!te the pro(a(ilit of completing a project on a #pecific /a% Can al#o (e !#e/ to a##e## fea#i(ilitof #che/!le !n/er a/ver#e con/ition# &eg 'hen a #che/!le con#traint i# i/entifie/)6e1r/st/cs= r!le# of th!m(Cr/t/ca' Pat longe#t path &almo#t al'a# have no float)Near Cr/t/ca' Pat Path i# clo#e in /!ration to critical path3 the clo#e it i# the more 0S project ha#%ar/ace= Plan min!# Act!al9'oat S'ac: $%Free *% Total -% Project Float% Time an activit ma (e /elae/ from it# earl #tart 'itho!t /elaing theproject fini#h /ate% Difference (et'een the re5!ire/ en/ /ate an/ the e1pecte/ project completion /ate% A negative #lac, onthe critical path mean# that the project i# (ehin/ #che/!le%

9ree 9'oat Amo!nt of time a ta#, can (e /elae/ 'itho!t /elaing the earl #tart of it# #!cce##orTota' 9'oat amo!nt of time that an activit ma (e /elae/ from earl #tart 'itho!t /elaing the project fini#h /ateLa! 'aiting time (et'een t'o ta#,# &negative lea/)Sce#1'e Base'/e= the original3 approve/ project #che/!leG #ho!l/ never (e change/ 'itho!t proper revie' an/ approval%An approve/ change #ho!l/ (e /oc!mente/ in 'riting% Sho!l/ (e create/ at the (eginning of the project an/ !#e/ /!ring theproject to ga!ge &mea#!re) overall project performance3 not j!#t #che/!le% The project Per%or"ace Meas1re"et Base'/e#ho!l/ generall change onl in re#pon#e to a #cope or /elivera(le change% The project performance mea#!rement (a#eline##ho!l/ generall change onl in re#pon#e to a #cope or /elivera(le change%Correct/;e act/o= in project time management primaril concern# e1pe/iting to en#!re that activitie# remain on #che/!le%0# anthing /one to (ring e1pecte/ f!t!re #che/!le performance in line 'ith the project plan%Re;/s/osare change# to the #che/!le/ #tart an/ fini#h /ate# in the approve/ project #che/!leG generall revi#e/ onl inre#pon#e to #cope change#% Re) in or/er to#ave time%Reso1rce Le;e'/! 8often re#!lt# in a project /!ration that i# longer than the preliminar #che/!le% Reso1rce rea''ocat/ofrom non=critical to critical path activitie# i# a common 'a to (ring the #che/!le (ac,3 or a# clo#e a# po##i(le3 to theoriginall inten/e/ overall /!ration% So $% Sche/!le Can Slip *% Co#t increa#e

9//s to 9//s= activitie# m!#t fini#h on a #pecific #e5!enceFStart o ear'/er ta> & F9//s o 'ater ta> e#pectivel $ an/ * mo#t pop!lar /ate con#traint in projectmanagement #oft'are%Root Ca1se Aa'$s/s !#e/ to i/entif the ca!#e of the variationar/ace aa'$s/s ,e element to time control% 9'oat ;ar/acei# an e##ential planning component for eval!ating projecttime performance%Re;/s/o categor of #che/!le !p/ate that re#!lt in change to the project# #che/!le/ #tart or fini#h /ate#% Ne' target#che/!le #ho!l/ (e the !#!al mo/e of #che/!le revi#ion%Sce#1'e Maa!e"et P'a /efine# ho' #che/!le change# 'ill (e manage/G ma (e formal or informal%Sce#1'e Ca!e Cotro' S$ste" /efine# proce/!re# for changing the project #che/!le an/ incl!/e# the /oc!mentation3trac,ing ##tem#3 an/ approval level# re5!ire/ for a!thori"ing #che/!le change#%

Reso1rce P'a/!Too'se#pon#i(ilit .atri1 0/entif 'ho /oe# 'hat at 'hat timeJpha#e of the project

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Ca0ter ) 8 COST Maa!e"et

Cost Est/"at/! ? Developing an appro1imation &e#timate) of the co#t# of the re#o!rce# nee/e/ to complete project activitie#%Cost B1#!et/!= Allocating the overall co#t e#timate to in/ivi/!al 'or, activitie#%Cost Cotro' ? Controlling change# to the project (!/get%

Reso1rce P'a/!/etermining 'hat re#o!rce# &people3 e5!ipment3 material#) an/ 'hat 5!antitie# of each #ho!l/ (e !#e/to perform project activitie#%

L/%e C$c'e Cost/! Broa/er vie' of Project Co#t .anagement3 'hich incl!/e# co#t of re#o!rce# nee/e/ to complete#che/!le activitie# along 'ith effect of /eci#ion# on co#t of !#ing3 maintaining #!pporting the pro/!ct3 #ervice or re#!lt ofthe project%Cost Maa!e"et P'a ? 0t i# create/ a# part of the Develop Project .anagement Plan proce##% 0t can e#ta(li#h

$% Preci#ion Level &U$>>3 U$>>> etc)*%


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higher the (etter &if rating over $3 the (enefit# are greater than the co#t#)*tera' Rate o% Ret1r 0ntere#t ate 'hich ma,e# the P8 of co#t# e5!al to P8 of (enefit#Pa$ of it# BC+S to the acco!nt% Charge remaining at completion%Aa'o!o1s Est/"at/! Top /o'nG (a#e/ on #imilar project#% epre#ent# a form of e1pert j!/gment% ive# project team

an !n/er#tan/ing of management# e1pectation# &part of co#t (!/geting an/ co#t e#timating)Botto"?10 Est/"at/! Detaile/ co#t e#timate# of 'or, pac,age# are aggregate/% +o!l/ provi/e (e#t overall 5!alit of

the e#timate%Para"etr/c Est/"at/! elie# on ,no'le/ge of mathematical relation#hip#G mea#!re/ in UJ!nit cala(le3 5!antifia(le)%

0t /oe# notma,e !#e of team e#timate% &part of co#t (!/geting an/ co#t e#timating)%


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Ca0ter 8 ,-AL*T5 Maa!e"et

Lo !ra#e&a limite/ n!m(er of feat!re#) = 'o 31a'/t$&man (!g#)

Prec/s/o Con#i#tenc that the val!e of repeate/ mea#!rement# have little #catter% Preci#e mea#!rement# ma not (eacc!rate%

Acc1rate 0t correctne## of mea#!re/ val!e3 acc!rate mea#!rement# ma not (e preci#e%

,1a'/t$= 0# planne/3 /e#igne/ an/ (!ilt in3 not in#pecte/ in%2o#eph 2!ran ?!alit = Fitne## of


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Project ,1a'/t$ Maa!e"et proce##e# re5!ire/ to en#!re that the project 'ill #ati#f the nee/# for 'hich it 'a#!n/erta,en%

,1a'/t$i# the conformance to re5!irement#J#pecification# an/ to fitne## of !#e%

,1a'/t$ %1ct/o #e0'o$"et provi/e (etter pro/!ct /efinition an/ pro/!ct /evelopment% 0t# main feat!re are to capt!rethe c!#tomer# re5!irement#3 en#!re cro## f!nctional team'or,3 an/ lin, the main pha#e# of pro/!ct /evelopment%

Reor: action ta,en to (ring a non=conforming item into compliance% e'or, i# a fre5!ent ca!#e of project overr!n#%

,1a'/t$ ar/a Non=ran/om point# that are #till 'ithin the !pper an/ lo'er control limit

-00er a# LoerCotro' L/"/t o a

Cotro' Cart

Accepta(le range of variation of a proce##% *he&e "imit& are &et :a&ed on the compan!& Aua"it!&tandard&. *he contro" "imit& are determined rom data o:tained rom the proce&& it&e".J

S0ec/%/cat/o L/"/t Fi1e/ ( the c!#tomer

Pareto D/a!ra"


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Ca1se a# E%%ectD/a!ra"

(9/s


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Process Aa'$s/s Le##on# learne/ in fir#t fe' ca#e# i# !#e/ to improve the proce## on the remaining one#%

Sta#ar# De;/at/o From - point E#timate# R &P O)J6

S/= S/!"a Level of ?!alit% IJ= $ Sigma e5!al to 6:%*63 'hich i# percentage of occ!rrence# to fall (et'een the t'ocontrol limit#%

R1'e o% Se;e Ba#e/ on @e!ri#tic#3 #even ran/om /ata point# gro!pe/ together in a #erie# 'ith in control limit% 0trepre#ent# that the are not ran/om an/ #ho!l/ (e inve#tigate/%



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Ca0ter ? 6-MAN RESO-RCE Maa!e"et

Eter0r/se E;/ro"eta' 9actors &0JP to @ Planning)$% Organi"ational &'hich /epartment#3 their 'or,ing arrangement#3 relation#hip#)*% Technical &Di#cipline# an/ Specialtie# nee/e/)-% 0nterper#onal &Formal or informal reporting relation#hip#3 c!lt!re an/ lang!age /ifference# etc)4% Logi#tical &@o' m!ch /i#tance)7% Political &0n/ivi/!al goal# an/ agen/a#)

Costra/s 8 Organi"ational Str!ct!re3 Collective (argaining agreement#3 Economic Con/ition# .

Or!a/@at/oa' Carts 8 @ierarchical3 .atri1 (a#e/ an/ Te1t Oriente/%

RBS 8 e#o!rce Brea, Do'n Str!ct!re i# an hierarchical chart 'hich #ho'# (rea, /o'n of project ( re#o!rce tpe#% BS i#helpf!l in trac,ing project co#t#3 aligne/ 'ith organi"ation# acco!nting ##tem3 can contain categorie# other than h!manre#o!rce#%

RAM e#pon#i(ilit a##ignment .atri13 can (e /evelope/ at vario!# level#% RAC*&e#pon#i(le3 Acco!nta(le3 Con#!lt an/0nform)

6a'o E%%ect Ten/enc to rate high or lo' on all the factor# /!e to the impre##ion of a high or lo' rating on #ome #pecificfactor%

Or!a/@at/oa' teor$ Provi/e# information regar/ing the 'a# that people3 team# an/ organi"ational !nit# (ehave%

Ro'es a# Res0os/


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-% o to management

Mot/;at/oa' Teor$ Cotet & Process Teor/es

ContentK +hatH energi"e#3 /irect# (ehavior

$% .a#lo'# @ierarch of Nee/# Theor &Ph#iological3 Safet3 SocialJBelonging3 E#teem3 Self=Act!ali"ation)

*% @ert"(erg# .otivatorJ@giene Theorie# &.otivatorK e#pon#i(ilit3 Self=Act!ali"ation3 E#teem3 Profe##ional ro'th3

ecognitionG @gieneK +or,ing Con/ition#3 Salar3 elation#hip at +or,3 Social3 Safet3 Ph#iological)Proce##K @o'H per#onal factor# infl!ence (ehavior

$% .cregor# Theor an/ Theor V &K A##!me# people lac, am(ition3 /i#li,e re#pon#i(ilit3 are inherentl #elf=centere/ an/ are not ver (rightG motivate ( re'ar/ an/ p!ni#hment% VK A##!me# people (ecome la" 'Jorecognition3 'ill accept re#pon#i(ilit3 can (ecome #elf=motivate/ an/ e1erci#e #elf=controlG motivate ( removingo(#tacle# an/ provi/ing #elf=/irecte/ environment%)

*% O!chi# Theor ZJ2apane#e Theor & foc!# on team3 companG !#!all lifetime emploment3 collective/eci#ionma,ing )

Oter Mot/;at/oa' Teor/esBea;/or/s" people (ehavior can (e mo/ifie/ thro!gh manip!lation of re'ar/# an/ p!ni#hment#

E=0ectac$ Teor$ .otivation i# e1plaine/ in term# of e1pectation# that people have a(o!t &$) their a(ilit to performeffectivel on the jo(3 &*) the re'ar/# the might o(tain if the /o perform effectivel an/ &-) the val!e or /egree of#ati#faction the anticipate from tho#e re'ar/#%

MBO .ore #!pport to team3 not more po'er &remain to P.)

Lea#ers/0 Teor/es

McGre!or 8 Theor &emploee lac, am(ition) an/ Theor V &org #tr!ct!re are re#pon#i(le for motivation)

Taea


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Coses1s Team ma,e# /eci#ionG open /i#c!##ion an/ information gathering ( team

Sareo'#er Little or no information e1changeG team ha# !ltimate a!thorit for final /eci#ion

Ro'es o% te Project Maa!er 91ct/os o% te Project Maa!er

0ntegrator Planning

Comm!nicator Organi"ing

Team Lea/er Lea/ing Deci#ion .a,er Controlling

Climate CreatorJB!il/er

Doc1"etat/o

Sta%%/! Maa!e"et P'a /e#cri(e# 'hen re#o!rce# 'ill (e (ro!ght into an/ ta,en off the project%

E"0'o$ee Recor# -0#ate a# part of clo#!re3 the project manager #ho!l/ !p/ate emploee# recor/ 'ith the ne' #,ill#

ac5!ire/%

Reso1rce ca'e#ar 8 i/entifie# perio/ 'hen 'or, i# allo'e/%

Per%or"ace A00ra/sa'sAssess"et Project .anager 'ill collect information from team mem(er# #!pervi#or# 'hen

project performance apprai#al# are complete/% Team Performance a##e##ment i# /one ( the P. in or/er to eval!ate an/improve the effectivene## of team%

Co%'/cts / Or#er o% 9re31ec$ $% Sche/!le *% Project Prioritie# -% e#o!rce# 4% Technical Opinion# 7% A/mini#trativeProce/!re# 6% Co#t 9% Per#onalit

Ar


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oteK 77 of comm!nication# i# non=ver(al &it i# the mo#t important a#pect of aconver#ation)

;> of Project .anagerW# time i# #pent ac5!iring an/ comm!nicatinginformation

O


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-certa/t$ #e5!ence#)

An !ncommon #tate of nat!re3 characteri"e/ ( the a(#ence of an information relate/ to a /e#ire/o!tcome%

Wor:aro1#


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Ca0ter 72 8 PROC-REMENT Maa!e"et

Project Maa!e"et Tea" 0# re#pon#i(le to help tailor the contract to the #pecific nee/# of the Project%

Proc1re"et Processes Re0et/t/o= +hen the project o(tain# pro/!ct# an/ #ervice# &project #cope) from o!t#i/e theperforming organi"ation3 the proce##e# from #olicitation planning &Section $*%*) thro!gh contract clo#eo!t &Section $*%6)'o!l/ (e performe/ once for each pro/!ct or #ervice item%

Costs= Direct co#t# are co#t# inc!rre/ for the e1cl!#ive (enefit of the project &e%g%3 #alarie# of f!ll=time project #taff)% 0n/irectco#t#3 al#o calle/ overhea/ co#t#3 are co#t# allocate/ to the project ( the performing organi"ation a# a co#t of /oing(!#ine## &e%g%3 #alarie# of corporate e1ec!tive#)%

Proc1re"et Doc1"ets 8 Common name# for /ifferent tpe# of proc!rement /oc!ment# incl!/eK 0nvitation for Bi/ &0FB)3e5!e#t for Propo#al &FP)3 e5!e#t for ?!otation &F?)3 ten/er notice3 0nvitation for Negotiation3 an/ Contractor 0nitiale#pon#e% Proc!rement /oc!ment# are rigoro!# eno!gh to en#!re con#i#tent3 compara(le re#pon#e# (!t fle1i(le eno!gh toallo' #eller #!gge#tion# for (etter 'a# to #ati#f the re5!irement#% Seller i# allo'e/ to propo#e alternative #ol!tion in a#eparate propo#al%0t ha# $% 0nformation for #eller# *% Contract SO+ -% Propo#e/ term# an/ con/ition# of the contract &Legal B!#ine##)

Pro0osa'= technical approach3 B/# Te#er a# 31otat/o price

Proc1re"et Maa!e"et P'a De#cri(e# ho' proc!rement 'ill (e manage/ till contract clo#!re% 0t incl!/e# Tpe Ofcontract3 'ho prepare# in/epen/ent e#timate#3 #tan/ar/i"e/ proc!rement /oc!ment#3 Con#traint# an/ a##!mption#3i/entifing #eller li#t etc%

Cotract SOW Develope/ from Scope Statement3 +BS an/ +BS Dictionar /e#cri(e# proc!rement item in #!fficient/etail to allo' pro#pective #eller# to /etermine if the are capa(le of provi/ing it%

Cotract SOWT$0es $% Performance *% F!nctional -% De#ign0T3 @igh=tech3 D or Project# never /one (efore Performance F!nctionalCon#tr!ction3 E5!ipment or P!rcha#e = De#ign

B/##er Co%ereces Al#o calle/3 a# Contactor Conference#3 8en/or Conference# an/ Pre=Bi/ Conference# are meeting#

'ith pro#pective #eller# prior to preparation of (i/ or propo#al3 en#!re# clear an/ common !n/er#tan/ing of proc!rementnee/#%

Proc1re"et Doc1"et Pac:a!e B!er prepare/ formal re5!e#t #ent to each #eller an/ i# the (a#i# !pon 'hich a #ellerprepare# a (i/ for the re5!e#te/ pro/!ct#3 #ervice or re#!lt%

Proc1re"et Doc1"ets$% e5!e#t For Propo#alJTen/er &FP3 FT ) e5!e#t# for Price an/ Detaile/ Propo#al*% 0nvitation for Bi/Je5!e#t for Bi/ &0FB3 FB) One Price-% e5!e#t for ?!otation Price ?!ote per item

Cotract S!(ject# covere/ incl!/e e#pon#i(ilitie#3 a!thoritie#3 la' an/ term#3 technical an/ management approache#3financing3 #che/!le3 pament# an/ price% Contract negotiation# concl!/e 'ith a /oc!ment that can (e #igne/ ( (oth (!eran/ #eller3 that i# contract% The final contract can (e a revi#e/ offer ( the #eller or co!nter offer ( the (!er%

Se'ect Se''ers 8 Too's & Tec/31es7. We/!t/! S$ste" 8N!meric +eight to each criteria3 rating #eller#3 #election (a#e/ on total 'eight2. *#e0e#et Est/"ates 8 calle/ Sho!l/=Co#tH 3 prepare/ ( proc!ring organi"ation%. Scree/! S$ste" 8 E#ta(li#h minim!m performance re5!irement for one or more criteria an/ !#e $ * metho/#4. Cotract Ne!ot/at/o 8 Project .anager ma not (e the lea/ negotiator3 P. team ma (e pre#ent /!ring

negotiation# for provi/ing an clarification of project# technical an/ management re5!irement#%. Se''er Rat/! S$ste"s. E=0ert J1#!"et). Pro0osa' E;a'1at/os tec/31es 8


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Cotract Maa!e"et P'a Li#t# /oc!mentation3 /eliver an/ performance re5!irement# that the (!er an/ #eller m!#tmeet% The plan cover# the contract a/mini#tration activitie# thro!gho!t the life of the contract% Part of P.P%

Cotract A#"//strat/o En#!re# the #eller meet# the performance re5!irement# of the contract% Beca!#e of legalcon#i/eration# man organi"ation# treat contract a/mini#tration a# a #eparate a/mini#trative f!nction from the projectorgani"ation% Contract a/mini#tration incl!/e# application of the appropriate project management proce##e# to the contract!alrelation#hip#) an/ integration of the o!tp!t# from the#e proce##e# into overall management of the project%

Pa$"et S$ste"


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CP*9 #!(#tantial /evelopment an/ te#t re5!irement# &incentive to the ven/or to perform on orahea/ of time)

In Co&t p"u& contract the on"! irm igure i& the ee

9/=e# Pr/ce P'1s *cet/;e9ee (9P*

@igh=val!e project# involving long performance perio/#

9/r" 9/=e# Pr/ce (99P ea#ona(l /efinite #pecification# &e%g% SO+)% Shift ri#, to #eller% oo/ 'hen /elivera(le i#not a core competenc% Fi1e/ Price &FP) i# the mo#t common tpe of contract in the 'orl/%

T/"e & Mater/a' (T&M oo/ if the (!er 'ant# to (e in f!ll control an/Jor the #cope i# !nclearJnot /etaile/ or 'or,ha# to #tart 5!ic,l% Profit factor into the ho!rl rate%

9/=e# Pr/ce Aar# 9ee (on!#H to the #eller (a#e/ on performance &e%g% $>> I $> for ever /e#ignate/incremental 5!alit level reache/%

9/=e# Pr/ce Ecoo"/c Pr/ceA#j1st"et (9PEPA

Allo' Price increa#e if the contract i# for m!ltiple ear#

P1rcase Or#er A form of contract that i# normall !nilateral an/ !#e/ for #imple commo/it p!rcha#e#% 0t i##imple#t tpe of fi1e/ price contract an/ i# !#!all !nilateral&Signe/ ( one part in#tea/ of(ilateral)

Cotract t$0e s R/s: FP FP0F FPAF FPEPA T. CP0F CPAF CPFF = CPPC

Fi1e/ Price T. = Co#t eim(!r#a(le

B!er# ri#, from lo' to high

Seller# ri#, from high to lo'

E'e"ets o% a Cotract

Offer A##ent to certain term# ( (oth partie#

Acceptance Agreement3 'ritten or #po,en

Con#i/eration Something of val!e

Legal Capacit A(le to contract

Legal P!rpo#e No violation of p!(lic polic

Sta!es o% CotractNe!ot/at/o

Protocol 0ntro/!ction#

Pro(ing 0/entif concern#3 #trength#3 'ea,ne##e#

Scratch (argaining Act!al (argaining

Clo#!re Po#ition# #!mme/ !p

Agreement Doc!menting

S0ec/%/cat/o= preci#e /e#cription of a ph#ical item3 proce/!re3 or #ervice% The SO+ #!pplement# the #pecification in/e#cri(ing 'hat m!#t (e /one to complete the project%

Pr/;/t$= legal relation#hip that e1i#t# (et'een an contracting partie# &e%g% if compan AH hire# BH an/ BH #!(contract toCH3 CH i# not legall (o!n/ ( anthing AH can #aG the pri@it!i# 'ith BH)

Wa/;er = a part can relin5!i#h right# that it other'i#e ha# !n/er the contract% Fore(earance can mat!re into 'aiver%

9orce Maje1re Act of o/3 Floo/#3 Fire etc*#e"/%/cat/o Lia(ilit3 'ho i# lia(le

Reta/a!e 'ithhol/ing of f!n/# !n/er contract% Amo!nt of mone !#!all 7 to $> 'ithhel/ form each pament% Thi#mone i# pai/ 'hen 'or, i# complete%

Warrat$ = a##!rance of the level of 5!alit to (e provi/e/

A contract e#s(K

S!cce##f!l performance

.!t!al agreement La#t t'o are *ermination

Breach of contract

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Ter"s a# Co#/t/os the project manager m!#t !phol/ the Term# an/ Con/ition# of the contract3 even if it meet# thenee/# of the project3 it ha# to al#o meet the re5!irement of the contract%

L/31/#ate# #a"a!es =

Cotract Cotro' S$ste" ;s Project Cotro' S$ste" the (oth incl!/e proce/!re#% The contract control ##tem re5!ire#more /oc!mentation an/ more #ignoff%

Wor: A1tor/@at/o S$ste"s can (e !#e/ to coor/inateJcontrol 'hat time an/ #e5!ence 'or, i# /one% 0t help# 'ithintegrating ta#,# into a 'hole%

Per%or"ace Sco0e o% Wor: /e#cri(e# the performance not the f!nctionalit== re5!ire/ ( the c!#tomer*#e0e#et Est/"ate mo#t concern 'ith co#t#3 comparing co#t e#timate# 'ith in=ho!#e e#timate# or 'ith o!t#i/e

a##i#tance &part of So!rce Selection)

Proc1re"et A1#/t #tr!ct!re/ revie' that fl!#h o!t i##!e#3 an/ #et=!p le##on# learne/% @elp# en#!re pro(lem# are re#olve/for f!t!re project#% 0/entif #!cce##e# an/ fail!re# that 'arrant tran#fer to other proc!rement#%

Bee%/c/a' E%%/c/ec$ 'hen the 'or, i# (eing !#e/ for the inten/e/ p!rpo#e an/ ha# (een certifie/

Terminating contract forCo;e/ece if a project i# terminate/ (efore it i# complete3 the level of e1tent of completion#ho!l/ (e e#ta(li#he/ an/ /oc!mente/%

Mater/a' Breac Breach #o large that it ma not (e po##i(le to complete the 'or,%

So'e So1rce (ot S/!'e So1rce) Onl one #eller3 it might (e a compan that o'n# a patent%

Cotract/!Cetra'/@e# Decetra'/@e#

.ore economical Project .anager ha# more control

Ea#ier to Control Contracting per#onnel are more familiar 'ith project

@igher /egree of #peciali"ation&e1perti"e)

.ore fle1i(le an/ a/apta(le to project nee/#

Or/er# can (e con#oli/ate/ ?D!plication of contracting effort#

?.a (ecome a (ottlenec, ?@igher co#t#

?Le## attention to #pecial nee/# ?No #tan/ar/ policie#

Ne!ot/at/! Tact/cs

Dea/line Strategic DelaS!rpri#e ea#oning Together

Limite/ A!thorit +ith/ra'al

.i##ing .an


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Ca0ter 7 8 Pro%ess/oa' Res0os/


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POSS*BLE E+AM ,-EST*ONS

Scope Questions

+h i# a caref!l an/ acc!rate nee/# anal#i#importantY

To ma,e #!re c!#tomer or #ta,ehol/er e1pectation# can (e i/entifie/ an/#ati#fie/%

@o' i# a change control (oar/ !#e/Y Canthere (e more than oneY

To approve or reject change re5!e#t# accor/ing to re#pon#i(ilitie# /efine/an/ agree/ !pon ( ,e #ta,ehol/er#% .!ltiple CCB# ma (e !#e/ on largeproject#%

+hat i# the p!rpo#e of the project charterY@o' /oe# it (enefit the project managerY

To formall /oc!ment the e1i#tence of the project3 incl!/ing the (!#ine##nee/ that the project 'a# !n/erta,en to a//re## an/ the pro/!ct/e#cription% 0t provi/e# the project manager 'ith the a!thorit to applorgani"ational re#o!rce# to project activitie#%

+hat i# the Delphi Techni5!eY A foreca#ting techni5!e !#e/ to gather informationG it relie# on gatheringe1pert opinion#% ho!r r!leY Each ta#, #ho!l/ (e (ro,en /o'n into 'or, pac,age# that re5!ire no morethan :> ho!r# to complete%

+hat i# the /ifference (et'een #copeverification an/ 5!alit controlY

Scope verification i# primaril concerne/ 'ith acceptance of the 'or,re#!lt#G 5!alit control i# primaril concerne/ 'ith the correctne## of the'or, re#!lt#%

+hat are the three #tep# involve/ in .BOY &$) E#ta(li#h !nam(ig!o!# an/ reali#tic o(jective#&*) Perio/icall eval!ate 'hether project o(jective# are (eing achieve/&-) Act on the re#!lt# of the eval!ation%

+hen #ho!l/ #cope verification occ!rY At the en/ of the project%

HR Questions

+hich are the five metho/# of managingconflict i# recommen/e/Y +hY

Pro(lem SolvingJconfrontation (eca!#e (oth partie# can (e f!ll #ati#fie/ ifthe 'or, together to fin/ a #ol!tion that #ati#fie# (oth their nee/#%

+hat are the three tpe# of project interface#that #erve a# inp!t# to the organi"ationalplanning proce##% +hen can the occ!rY

&$) Organi"ational interface#&*) Technical interface#&-) 0nterper#onal interface#The can occ!r #im!ltaneo!#l%

+hat i# .cregor# Theor Y +hat i#management# role in thi# approachY

Tra/itional approachK 'or,er# are #elf=centere/3 la"3 lac,ing am(ition%.anager# organi"e the element# of the pro/!ctive enterpri#e in the intere#tof economic end&%

+hat i# .cregor# theor VY +hat i#management# role in thi# approachY

+or,er# are not ( nat!re re#i#tant to organi"ational nee/#G the are 'illingan/ eager to accept re#pon#i(ilitie# an/ are concerne/ 'ith #elf=gro'th an/f!lfillment% .anager# #ho!l/ tr to create an environment 'here 'or,er#

can achieve their o'n goal#%+hat i# an organi"ational (rea,/o'n #tr!ct!re&OBS)Y

A #pecific tpe of organi"ational chart that #ho'# 'hich !nit# arere#pon#i(le for 'hich 'or, item#

+hat i# the p!rpo#e of a re#o!rce antt chartY 0t i/entifie# 'hen a partic!lar re#o!rce i# or 'ill (e 'or,ing on a partic!larta#,

Doe# the matri1 form of project organi"ationfacilitate or complicate project team/evelopmentY

0t complicate# team /evelopment (eca!#e team mem(er# are acco!nta(le to(oth a f!nctional manager an/ a project manager%

Name three major form# of projectorgani"ational #tr!ct!re%

F!nctional3 .atri13 an/ Projecti"e/

+hat i# the e1pectanc theorY 0t hol/# that people ten/ to (e highl pro/!ctive an/ motivate/ if the



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Scope Questions

+h i# a caref!l an/ acc!rate nee/# anal#i#importantY

To ma,e #!re c!#tomer or #ta,ehol/er e1pectation# can (e i/entifie/ an/#ati#fie/%

@o' i# a change control (oar/ !#e/Y Canthere (e more than oneY

To approve or reject change re5!e#t# accor/ing to re#pon#i(ilitie# /efine/an/ agree/ !pon ( ,e #ta,ehol/er#% .!ltiple CCB# ma (e !#e/ on largeproject#%

(elieve their effort# 'ill lea/ to #!cce##f!l re#!lt# an/ the 'ill (e re'ar/e/

for their #!cce##%+hat i# pro(lem #olvingJconfrontationY A//re##ing conflict /irectl ( getting the partie# to 'or, together to /efine

the pro(lem3 collect information3 /evelop an/ anal"e alternative#3 an/#elect the mo#t appropriate alternative%

ive three e1ample# of hgiene factor# in@er"(erg# theor of motivation% @o' /o theaffect motivation%

Pa3 attit!/e of #!pervi#or3 an/ 'or,ing con/ition#%Poor hgiene ma /e#tro motivation3 (!t improving hgiene factor# in notli,el to increa#e motivation% .otivator# are an opport!nit to achieve an/e1perience #elf=act!ali"ation%

+ho i# re#pon#i(le for a//re##ing in/ivi/!alperformance pro(lem#Y

Senior an/ f!nctional management

De#cri(e the /ifference (et'een a 'ea, matri1an/ a #trong matri1%

+ea, matrice# are #imilar to f!nctional organi"ation#% Strong matrice# are#imilar to projecti"e/ organi"ation# &'ith (alance of po'er tippe/ to'ar/the project manager)

+hat i# a projecti"e/ organi"ationY One in 'hich a #eparate3 f!nctional organi"ation i# e#ta(li#he/ for eachproject% Per#onnel are a##igne/ on a f!ll=time (a#i#%

Project manager# concern i# that the team ma not (e foc!#e/ oncompleting the project &team loo,# for ne' man/ate or trie# to e1ten/ thelength of the project)% Accor/ing to P.03 the (igge#t pro(lem inA/mini#trative Clo#!re i# retaining team mem(er# !ntil clo#!re of theproject%

Communications Questions

+hat i# a project ['ar room[Y +hat i# it#primar (enefitY

A #ingle location for the team to get together for an p!rpo#e% 0t provi/e# arepo#itor for project artifact#3 recor/#3 an/ !p=to=/ate #che/!le# an/ #tat!#

report#% 0t give# an i/entit to the project team%De#cri(e the #i1 part# of a Comm!nication#.anagement Plan%

&$) +hat information 'ill (e collecte/&*) @o' the information 'ill (e collecte/&-) @o' an/ to 'hom the information 'ill (e /i#tri(!te/&4) +hen the information 'ill (e comm!nicate/&7) @o' to o(tain information (et'een reg!lar comm!nication#&6) @o' the Comm!nication# Plan 'ill (e !p/ate/ thro!gh the project

+hat i# variance anal#i#Y Comparing act!al project re#!lt# to planne/ or e1pecte/ re#!lt# in term# ofco#t3 #che/!le3 #cope3 5!alit3 an/ ri#,%

+hat are #i1 action# project manager# #ho!l/ta,e to en#!re effective project teamcomm!nication#Y

&$) Be an effective comm!nicator&*) Be a comm!nication# e1pe/itor&-) Avoi/ comm!nication# (loc,er#&4)


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Communications Questions

+hat i# a project ['ar room[Y +hat i# it#primar (enefitY

A #ingle location for the team to get together for an p!rpo#e% 0t provi/e# arepo#itor for project artifact#3 recor/#3 an/ !p=to=/ate #che/!le# an/ #tat!#report#% 0t give# an i/entit to the project team%

De#cri(e the #i1 part# of a Comm!nication#.anagement Plan%

&$) +hat information 'ill (e collecte/&*) @o' the information 'ill (e collecte/&-) @o' an/ to 'hom the information 'ill (e /i#tri(!te/

&4) +hen the information 'ill (e comm!nicate/&7) @o' to o(tain information (et'een reg!lar comm!nication#&6) @o' the Comm!nication# Plan 'ill (e !p/ate/ thro!gh the project

+hat i# variance anal#i#Y Comparing act!al project re#!lt# to planne/ or e1pecte/ re#!lt# in term# ofco#t3 #che/!le3 #cope3 5!alit3 an/ ri#,%

+hat are #i1 action# project manager# #ho!l/ta,e to en#!re effective project teamcomm!nication#Y

&$) Be an effective comm!nicator&*) Be a comm!nication# e1pe/itor&-) Avoi/ comm!nication# (loc,er#&4)


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Cost Questions

an/ reporte/%

Risk Questions

enerall #pea,ing3 in 'hat project pha#e areri#, an/ opport!nit greater than the amo!nt at#ta,e ( the 'i/e#t marginY

0nitiation

De#cri(e the /ifference (et'een an internalri#, an/ an e1ternal ri#,%

An internal ri#, i# !n/er the control or infl!ence of the project teamGe1ternal i# (eon/ control or infl!ence%

+hat i# p!rpo#e of a ri#, management planY+hat #ho!l/ it incl!/eY

To /oc!ment the proce/!re# that #ho!l/ (e !#e/ to manage ri#, thro!gho!tthe project% 0t #ho!l/ incl!/e the ri#, i/entification an/ ri#, 5!antificationGho' contingenc plan# 'ill (e implemente/G ho' re#erve# 'ill (e allocate/%

+hat i# a re#erveY A provi#ion in the project plan to mitigate co#t an/Jor #che/!le ri#,%.anagement re#erve# are for !n,no'n !n,no'n#H an/ contingencre#erve# are for ,no'n !n,no'n#H%

+hat are the t'o mo#t common tpe# ofmanagement re#erve#Y @o' are the !#e/Y

Co#t an/ Sche/!le3 !#e/ to re/!ce the chance of overr!n# in either area

+hen i# the highe#t ri#, impactgenerallocc!rY

D!ring 0mplementation an/ Clo#e=o!t = the Amo!nt at Sta,e i# high tho!ghri#, ha# /ecrea#e/% i#, i# highe#t /!ring 0nitiation an/ Planning%

+ho i# !ltimatel re#pon#i(le for i/entifingan/ managing ri#,Y

Project manager

Vo! are fin/ing it /iffic!lt to eval!ate the e1actco#t con#e5!ence# of ri#,#% Vo! #ho!l/K

Eval!ate them on a 5!alitative (a#i#%

0n 'hat circ!m#tance 'o!l/ o! have to!p/ate the i#, e#pon#e PlanY

0f a ri#, occ!r# an/ ha# a greater impact on the project than 'hat 'a#anticipate/% &part of i#, .onitoring an/ Control)

+hat #ho!l/ (e /one after competingJ!p/atingthe i#, e#pon#e PlanY

A// ta#,# to the +BS

@o' /o o! a//re## !n,no'n ri#,#Y B appling a general contingenc (a#e/ on pa#t e1perience

+hat i# a ,no'n=!n,no'n ri#,Y i#, that can (e i/entifie/ a# po##i(l happening &e%g% Floo/ if a (!#ine## i#locate/ in a floo/ "one)

Quality Questions+hat are control limit# a# !#e/ in controlchart#Y

Control limit# /e#cri(e the nat!ral variation of a proce##% &&igna:"ecau&ei# a point o!t#i/e the control limit#

Define [,ai"en[Y Contin!o!# improvement% Small improvement# in pro/!ct# or proce/!re#to re/!ce co#t# an/ en#!re con#i#tenc of performance of pro/!ct or #ervice%

+hat i# gol/=platingY iving the c!#tomer more than 'hat 'a# re5!ire/% 0t ha# no val!e%

+hat i# the effect of #ample #i"e on the#tan/ar/ /eviationY

+henever #ample #i"e increa#e#3 the #tan/ar/ /eviation /ecrea#e#%

+hat i# the !le of SevenY 0f #even or more o(#ervation# in a ro' occ!r on the #ame #i/e of the mean3even tho!gh 'ithin control limit#3 the #ho!l/ (e inve#tigate/ a# ana##igna(le ca!#e%

+hat i# 2!#t=0n=TimeY An inventor control approach that attempt# to re/!ce 'or, =in=proce##

inventor &Decrea#ing 0nventor co#t to >)G there i# no e1tra #toc, ,ept inre#erve

+hat i# meant ( the co#t of 5!alitY Co#t of conormancean/ co#t of nonconormance

@o' are ca!#e an/ effect /iagram# !#e/Y The #ho' ho' vario!# ca!#e# an/ #!( ca!#e# relate to create potentialpro(lem#% After the#e are i/entifie/3 corrective action can (e ta,en%

+hat i# the principal p!rpo#e of the ?!alit.anagement PlanY

To /e#cri(e ho' the project management team 'ill implement it# 5!alitpolic

+hat i# a Pareto DiagramY A (ar chart in 'hich /ata are arrange/ in /e#cen/ing or/er of importance%0t p!t# i##!e# into an ea#il !n/er#too/ frame'or,%

+hat i# the !n/erling concept of a ParetoDiagramY

A relativel #mall n!m(er &*>) of ca!#e# 'ill tpicall pro/!ce a largemajorit &:>) of the pro(lem# or /efect#%



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+ho i# !ltimatel re#pon#i(le for 5!alitY The in/ivi/!al% The project manager ha# o@era""re#pon#i(ilit%

Procurement Questions

+hat i# ma,e or (! anal#i#Y A techni5!e !#e/ to /etermine 'hether a pro/!ct can (e pro/!ce/ co#teffectivel ( the organi"ation%

+hat are contract incentive#Y 0n/!cement# provi/e/ ( the (!er to the contractor in an attempt to ringthe o(jective# an/ intere#t# of the contractor in line 'ith tho#e of the (!erGpo#itive an/ negative%

The ea#ie#t 'a to /eal 'ith the#e 5!e#tion# i# to loo, for the choice that 'ill have the highe#t impact on the project%

4 T/0 6oe;er acc1rate aser co/ce are 0/c: te oe tat aser te 31est/o.

07 PMP Training Notes

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Transcript of 07 PMP Training Notes