Crosswind Exam Success Series: Quick Reference Guide Crosswind · Expected Monetary Value (EMV) =...
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www.crosswindpm.com Crosswind Exam Success Series: Quick Reference Guide If used as a Brain Dump for a Certification Exam, we suggest you memorize the content to fit your study needs. Planning Process Group Conflict Resolution Types (HR) Collaborating / Problem Solving Compromising / Reconciling Forcing / Directing - (Worst) Smoothing / Accommodating Withdrawing / Avoiding Types of Power for the Project Manager (HR) Formal- (Given By Charter) Expert- (Earned on Your Own) Reward- (Best) Penalty - (Worst) Referent- (Presence Based) Maslow’s Hierarchy of Needs (HR) Contract Types Purchase Order Time & Materials FFP, FPIF, FPEPA (Focus on Scope Design) - Seller Risk CPFF, CPIF, CPAF, CPPC (Focus on Scope Function) - Buyer Risk Various Formulas Weighted Averaging Simple Averaging PERT = (P+O+(4 x R))/6 3 Point Est. = (P+O+R)/3 Stand Dev = (P-O)/6 Variance = ((P-O)/6) 2 Risk Response Strategies for Positive Risks Share Joining with Someone to Maximize the Impact Exploit To Maximize the Impact of the Risk Enhance Taking Steps to Improve the Opportunity TCPI/CPI Formula Similarities Cost Estimate Range Table Estimate Name Range Rough Order of Mag. (ROM) Definitive (or Control) -25% to +75% -5% to +10% Present-Future Value Formulas n = # of periods PV = FV / (1+r) n r = Interest Rate FV = PV X (1+r) n Sigma Percentages +/-1 = 68.26% +/-3 = 99.73% +/-2 = 95.46% +/-6 = 99.9997% Expected Monetary Value (EMV) = Probability (P) x Impact (I) Accept : To Tolerate the Risk (Positive and Negative Risks) Quality Processes: Q-PAC (Planning, Assurance, Control) Communication Channels = (N x (N-1)/2) (N = Number of People) PTA Variables Ceiling Price = Percentage of Target Cost (TC) Target Price = Target Cost + Target Profit Target Cost = Expected Cost of the Work Quality Tools Fishbone Diagram = Problem Isolation Scatter Diagram = Relationship Between Multiple Variables Control/Run Chart = Output Over Time Histogram Chart = Defect By Count Pareto Diagram = Cumulative Defect By Count (80/20 Rule) EV Formulas (Cost) Earned Value (EV) = Percent Complete x Planned Value (PV) Cost Performance Index (CPI) = EV/AC Cost Variance (CV) = EV-AC Schedule Performance Index (SPI) = EV/PV Schedule Variance (SV) = EV-PV Estimate at Completion (EAC) = BAC/CPI Estimate to Complete (ETC) = EAC-AC Variance at Completion (VAC) = BAC-EAC Sum of PV = BAC To Complete Performance Index (TCPI) = (BAC-EV)/ (BAC-AC) or (EAC - AC) or Remaining Work Remaining Budget Point of Total Assumption (PTA) (Ceiling Price - Target Price) Buyer Share + Target Cost Risk Response Strategies for Negative Risks Avoid To Eliminate the Risk Transfer To Pass the Risk to Someone Else Mitigate To Minimize the Negative Impact Earned Value(EV) Management Table 2 EAC = BAC : CPI ETC = EAC _ AC VAC = BAC _ EAC Earned Value(EV) Management Table 1 Organizational Structure Characteristics (Framework) Process Group Main Outputs Initiating = Charter Planning = Project Management Plan Executing = Work Results Monitoring & Controlling = Corrective Action Closing = Product, Service or Result Transition Organizational Type PM Authority Resource Availability Who Controls $ Role of PM Support Staff Functional Little or None Little or None Functional Mgr Part-time Part-time Weak Matrix Balanced Matrix Strong Matrix Low Low-Moderate Moderate-High Low Low-Moderate Moderate -High Functional Mgr Mixed Project Mgr Part-time Full-time Full-time Part-time Part-time Full-time Projectized High - 100% High - 100% Project Mgr Full-time Full-time Slack, Forward and Backward Pass Formulas (Time) Forward: Duration = EF-ES+1 Early Finish: EF=ES+Duration-1 Slack = LS-ES Slack = LF-EF Backward: Duration = LF-LS+1 Late Start: LS=LF-Duration+1 ES Duration EF Task LS Slack LF (-) (-) g f g f Communication Model Sender Message Receiver Sender Feedback Receiver Crosswind Learning 5.1 Plan Scope Management 5.2 Collect Requirements 13.2 Plan Stakeholder Management 10.1 Plan Communications Management 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 8.1 Plan Quality Management 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 12.1 Plan Procurement Management 5.3 Define Scope 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 5.4 Create Work Breakdown Structure 9.1 Plan Human Resource Management 4.2 Develop Project Management Plan TCPI = BAC _ EV BAC _ AC EV (BCWP) AC (ACWP) PV (BCWS) $CV = __ CPI = __ . . __ = SV$ __ = SPI . . Self Actualization Esteem Belonging Safety Physiological
Transcript of Crosswind Exam Success Series: Quick Reference Guide Crosswind · Expected Monetary Value (EMV) =...
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Crosswind Exam Success Series:Quick Reference Guide
If used as a Brain Dump for a Certification Exam, we suggest you memorize the content to fit your study needs.
Planning Process Group
Conflict Resolution Types (HR)
Collaborating / Problem Solving Compromising / Reconciling Forcing / Directing - (Worst) Smoothing / AccommodatingWithdrawing / Avoiding
Types of Power for the Project Manager (HR)
Formal- (Given By Charter)
Expert- (Earned on Your Own)
Reward- (Best)
Penalty - (Worst)
Referent- (Presence Based)
Maslow’s Hierarchy of Needs (HR)
Contract Types
Purchase Order
Time & Materials
FFP, FPIF, FPEPA (Focus on Scope Design) - Seller Risk
CPFF, CPIF, CPAF, CPPC (Focus on Scope Function) - Buyer Risk
Various Formulas
Weighted Averaging Simple AveragingPERT = (P+O+(4 x R))/6 3 Point Est. = (P+O+R)/3
Stand Dev = (P-O)/6 Variance = ((P-O)/6)2
Risk Response Strategies for Positive Risks
Share Joining with Someone to Maximize the ImpactExploit To Maximize the Impact of the RiskEnhance Taking Steps to Improve the Opportunity
TCPI/CPI Formula Similarities Cost Estimate Range Table
Estimate Name Range
Rough Order of Mag. (ROM)
Definitive (or Control)
-25% to +75%
-5% to +10%
Present-Future Value Formulas
n = # of periods PV = FV / (1+r)n
r = Interest Rate FV = PV X (1+r)n
Sigma Percentages
+/-1 = 68.26% +/-3 = 99.73%
+/-2 = 95.46% +/-6 = 99.9997%
Expected Monetary Value (EMV) =Probability (P) x Impact (I)
Accept : To Tolerate the Risk (Positive and Negative Risks)
Quality Processes: Q-PAC(Planning, Assurance, Control)
Communication Channels = (N x (N-1)/2)(N = Number of People)
PTA Variables
Ceiling Price = Percentage of Target Cost (TC)
Target Price = Target Cost + Target Profit
Target Cost = Expected Cost of the Work
Quality Tools
Fishbone Diagram = Problem Isolation
Scatter Diagram = Relationship Between Multiple Variables
Control/Run Chart = Output Over Time
Histogram Chart = Defect By Count
Pareto Diagram = Cumulative Defect By Count (80/20 Rule)
EV Formulas (Cost)
Earned Value (EV) = Percent Complete x Planned Value (PV)
Cost Performance Index (CPI) = EV/AC
Cost Variance (CV) = EV-AC
Schedule Performance Index
(SPI) = EV/PV
Schedule Variance (SV) = EV-PV
Estimate at Completion (EAC) = BAC/CPI
Estimate to Complete (ETC) = EAC-AC
Variance at Completion (VAC) = BAC-EACSum of PV = BAC
To Complete Performance Index (TCPI) = (BAC-EV)/ (BAC-AC) or (EAC - AC)
or
Remaining Work
Remaining Budget
Point of Total Assumption (PTA)
(Ceiling Price - Target Price)
Buyer Share+ Target Cost
Risk Response Strategies for Negative Risks
Avoid To Eliminate the RiskTransfer To Pass the Risk to Someone ElseMitigate To Minimize the Negative Impact
Earned Value(EV) Management Table 2
EAC = BAC : CPI
ETC = EAC _ AC
VAC = BAC _ EAC
Earned Value(EV) Management Table 1
Organizational Structure Characteristics (Framework)
Process Group Main Outputs
Initiating = Charter Planning = Project Management Plan Executing = Work Results Monitoring & Controlling = Corrective Action Closing = Product, Service or Result Transition
Organizational Type
PM Authority
Resource Availability
Who Controls $ Role of PM
Support Staff
Functional Little or None Little or None Functional Mgr Part-time Part-time
Weak MatrixBalanced MatrixStrong Matrix
LowLow-ModerateModerate-High
LowLow-ModerateModerate -High
Functional MgrMixedProject Mgr
Part-timeFull-timeFull-time
Part-timePart-timeFull-time
Projectized High - 100% High - 100% Project Mgr Full-time Full-time
Slack, Forward and Backward Pass Formulas (Time)
Forward: Duration = EF-ES+1 Early Finish: EF=ES+Duration-1
Slack = LS-ES Slack = LF-EF
Backward: Duration = LF-LS+1 Late Start: LS=LF-Duration+1
ES Duration EFTask
LS Slack LF
(-) (-)
g
f
g
f
Communication Model
Sender Message Receiver
Sender Feedback Receiver
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5.1 Plan Scope Management
5.2 CollectRequirements
13.2 PlanStakeholder
Management
10.1 Plan Communications Management
6.1 Plan Schedule Management
6.2 DefineActivities
6.3 Sequence Activities
6.4 Estimate Activity
Resources
6.5 EstimateActivity
Durations6.6 Develop
Schedule
8.1 Plan QualityManagement
7.1 Plan Cost Management
7.2 EstimateCosts
7.3 Determine Budget
12.1 Plan Procurement Management
5.3 DefineScope
11.1 Plan Risk Management
11.2 IdentifyRisks
11.3 Perform Qualitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
5.4 Create Work Breakdown Structure
9.1 Plan Human Resource
Management
4.2 Develop Project Management Plan
TC P I = BAC _ EV BAC _ AC
EV(BCWP)
AC(ACWP)
PV(BCWS)
$CV = __
CPI = __..
__ = SV$
__ = SPI..
SelfActualization
EsteemBelonging
SafetyPhysiological
www.crosswindpm.com
If used as a Brain Dump for a Certification Exam, we suggest you memorize the content to fit your study needs.
Initiating Planning Executing Monitoring &Controlling
Closing
Project Integration Management
Develop Project Charter
Develop Project Management Plan
Direct and Manage Project Work
Monitor & ControlProject Work
Close Projector Phase
Perform Integrated Change Control
Project Scope Management
Plan Scope Management Validate Scope
Collect Requirements
Define ScopeControl ScopeCreate Work Breakdown Structure
Project Time Management
Plan Schedule Management Control Schedule
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Project Cost Management
Plan Cost Management Control Costs
Estimate Costs
Determine Budget
Project QualityManagement
Plan Quality Management Perform Quality Assurance Control Quality
Project Human Resource Management
Plan Human Resource Management
Acquire Project Team
Develop Project Team
Manage Project Team
Project Communications Management
Plan Communications Management
Manage Communications
Control Communications
Project Risk Management
Plan Risk Management Control Risks
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Project Procurement Management
Plan Procurement Management Conduct Procurements
Control Procurements
Close Procurements
Project Stakeholder Management
Identify Stakeholders
Plan Stakeholder Management Manage Stakeholder Engagement
Control Stakeholder Engagement
Process Groups
Kn
ow
led
ge
Are
as
© 2014 Crosswind Learning and Tony JohnsonDuplication allowed for personal (non-commercial) use.
This publication contains portions of material from Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013.
PMBOK and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
Crosswind Exam Success Series:Quick Reference Guide
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