BFEM Knowledge Base [PMP Notes]

Knowledge Areas

Project Management Process Groups

Initiating Process Group

Planning Process Group

Executing Process Group

Monitoring and Controlling

Process Group

Closing Process Group

IProject

Integration Management

P1- Develop Project Charter

P2- Develop Project Management Plan

P3- Direct and Manage Project Work

P4- Monitor and Control Project WorkP5- Perform Integrated Change Control

P6- Close Project or Phase

See Project Scope Management

P7- Plan Scope ManagementP8- Collect RequirementsP9- Define ScopeP10- Create WBS

P11- Validate ScopeP12- Control Scope

The Project Time Management

P13- Plan Schedule ManagementP14- Define ActivitiesP15- Sequence ActivitiesP16- Estimate Activity ResourcesP17- Estimate Activity DurationsP18- Develop Schedule

P19- Control Schedule

Costs are Project Cost Management

P20- Plan Cost ManagementP21- Estimate CostsP22- Determine Budget

P23- Control Costs

Quite Project Quality Management

P24- Plan Quality Management

P25- Perform Quality Assurance

P26- Control Quality

HighProject Human

Resource Management

P27- Plan Human Resource Management

P28- Acquire Project TeamP29- Develop Project TeamP30- Manage Project Team

ConsiderProject

Communications Management

P31- Plan Communications Management

P32- Manage Communications

P33- Control Communication

Reassigning Project Risk Management

P34- Plan Risk ManagementP35- Identify RisksP36- Perform Qualitative Risk AnalysisP37- Perform Quantitative Risk AnalysisP38- Plan Risk Responses

P39- Control Risks

PlanProject

Procurement Management

P40- Plan Procurement Management

P41- Conduct Procurements

P42- Control Procurements

P43- Close Procurements

StatusProject

Stakeholder Management

P44- Identify Stakeholders

P45- Plan Stakeholder Management

P46- Manage Stakeholder Engagement

P47- Control Stakeholder Engagement

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BFEM Knowledge Base [PMP Notes]

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tP1- Develop Project Charter (Initiating)

Inputs Tools and Techniques Outputs:1- Project Statement of Work2- Business Case3- Agreements4- Enterprise Environmental Factors5- Organizational Process Assets

1-Expert Judgment2- Facilitation Techniques

1- Project Charter

P2- Develop Project Management Plan (Planning)

Inputs Tools and Techniques Outputs:1- Project Charter2- Outputs from other Processes3- Enterprise Environmental Factors4- Organizational Process Assets

1-Expert Judgment2- Facilitation Techniques

1- Project Management Plan

P3- Direct and Manage Project Work (Executing)

Inputs Tools and Techniques Outputs:1- Project Management Plan2- Approved Change Requests3- Enterprise Environmental Factors4- Organizational Process Assets

1-Expert Judgment2- Project Management Information System3- Meetings

1- Deliverables2- Work Performance Data3- Change Requests4- Project Management Plan Updates5- Project Documents Updates

P4- Monitor and Control Project Work (Monitoring and Controlling)

Inputs Tools and Techniques Outputs:1- Project Management Plan2- Schedule Forecasts3- Cost Forecasts4- Validated Changes5- Work Performance Information6- Enterprise Environmental Factors7- Organizational Process Assets

1- Expert Judgment2- Analytical Techniques3- Project Management Information System4- Meetings

1- Change Requests2- Work Performance Reports3- Project Management Plan Updates4- Project Documents Updates

P5- Perform Integrated Change Control (Monitoring and Controlling)Inputs Tools and Techniques Outputs:

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BFEM Knowledge Base [PMP Notes]

1- Project Management Plan2- Work Performance Reports3- Change Requests4- Enterprise Environmental Factors5- Organizational Process Assets

1-Expert Judgment2- Meetings3- Change Control Tools

1- Approved Change Requests2- Change Log3- Project Management Plan Updates4- Project Documents Updates

P6- Close Project or Phase (Closing)

Inputs Tools and Techniques Outputs:1- Project Management Plan2- Accepted Deliverables3- Organizational Process Assets

1-Expert Judgment2- Analytical Techniques3- Meetings

1- Final Product, Service, or Result transition2- Organizational Process Assets Updates

P1: Philosophy: 1) Team should be buffered from decision making during execution process.2) Processes that make up the project management are not discrete.P1: SOW is a written description of product, service or result and supplied by customer/project sponsor.SOW = what is to be done + business reason + how project supports the organization's strategyP1: Business Case: why this project undertaken, problem it solves and benefit cost analysisP1: Projects can be undertaken: Market Demand, Business need, Customer Request, Technological Advance, Legal requirement, Ecological Impact, Social needP1: Project Selection Methods: Benefit Cost Ratio (BCR)Economic Value Add (EVA) = profit - (capital*cost of capital)Internal Rate of Return (IRR) = interest rateNet Present Value (NPV) or Present Value (PV) = PV - CostsOpportunity Cost: smaller is betterReturn on Investment (ROI): (benefit - cost) / costReturn on Invested Capital (ROIC): net income / total capitalP1: Project Charter names the project manager and gives him authority to spend money and allocate resources. Includes high level project requirements, schedule and budget.P2: Project Management Plan is formal, single document and approved. It defines how the project is managed, executed, and controlled. May be summary or detailed.It includes (component/process where created)1-Scope Baseline (Create WBS)2-Schedule Baseline (Develop Schedule)3-Cost Baseline (Determine Budget)4-Scope Management Plan (Plan Scope Management)5-Requirements Management Plan (Plan Scope Management)6-Schedule Management Plan (Plan Schedule Management)7-Cost Management Plan (Plan Cost Management)8-Quality Management Plan (Plan Quality Management)9-Process Improvement Plan (Plan Quality Management)10-Human Resource Plan (Plan Human Resource Management)11-Communications Management Plan (Plan Communications Management)

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BFEM Knowledge Base [PMP Notes]

12-Risk Management Plan (Plan Risk Management)13-Procurement Management Plan (Plan Procurement Management)14-Stakeholder Management Plan (Plan Stakeholder Management)15-Change Management Plan (Develop Project Management Plan)16-Configuration Management Plan (Develop Project Management Plan)P3: Direct and Manage Project Work is where things get done. A deliverable is any product, service or result that must be completed in order to finish the project.

P4: Monitor and Control Project Work looks at the work being performed and makes sure deliverables and the way of producing them are in line with the project plan. Any change to the work or plan are identified and made here.P5: Perform Integrated Change Request process is where you assess the change's impact on the project.P5: Perform Integrated Change Request process is primarily focused on project's scope where Monitor and Control Project Work focuses on managing the way that scope is executed.P5: Change Log is the central place to keep track of all changes and change requests. Documented here and communicated to shareholders.P6: Project is temporary.

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P7- Plan Scope Management (Planning)Inputs Tools and Techniques Outputs:1- Project Management Plan2- Project Charter3- Enterprise Environmental Factors4- Organizational Process Assets

1-Expert Judgment2- Meetings

1- Scope Management Plan2- Requirements Management Plan

P8- Collect Requirements (Planning)Inputs Tools and Techniques Outputs:1- Scope Management Plan2- Requirements Management Plan3- Stakeholder Management Plan4- Project Charter5- Stakeholder Register

1- Interviews2- Focus Groups3- Facilitated Workshops4- Group Creativity Techniques5- Group decision-making techniques6- Questionnaires and surveys7- Observations8- Prototypes9- Benchmarking10- Context diagrams11- Document analysis

1- Requirements documentation2- Requirements traceability matrix

P9- Define Scope (Planning)Inputs Tools and Techniques Outputs:1- Scope management plan2- Project charter3- Requirements documentation4- Organizational process assets

1- Expert judgment2- Product analysis3- Alternatives generation4- Facilitated workshops

1- Project scope statement2- Project documents updates

P10- Create WBS (Planning)Inputs Tools and Techniques Outputs:1- Scope management plan2- Project scope statement3- Requirements documentation4- Enterprise environmental factors5- Organizational process assets

1- Decomposition2- Expert judgment

1- Scope baseline2- Project documents updates

P11- Validate Scope (Monitoring and Controlling)Inputs Tools and Techniques Outputs:1- Project management plan2- Requirements documentation3- Requirements traceability matrix4- Verified deliverables5- Work performance data

1- Inspection2-Group decision-making techniques

1- Accepted deliverables2- Change requests3- Work performance information4- Project documents updates

P12- Control Scope (Monitoring and Controlling)Inputs Tools and Techniques Outputs:

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BFEM Knowledge Base [PMP Notes]

1- Project management plan2- Requirements documentation3- Requirements traceability matrix4- Work performance data5- Organizational process assets

1- Variance analysis 1- Work performance information2- Change requests3- Project management plan updates4- Project documents updates5- Organizational process assets updates

1- Project manager should always be in control of the scope.

2- Scope changes should be handled in a structured, procedural, and controlled manner. Each requirement is documented with acceptance criteria. Scope should be clearly communicated.

Scope is the work needed to successfully complete the project and only that work. P7: Requirements Management Plan defines what activities team will perform in order to gather and manage project requirements.P8: Requirements documentation describes what needs to be performed and why each requirement is important on the project. And we need the traceability matrix so that we can identify the source.P8: Group Creativity Techniques: 1- Brainstorming2- Nominal Group Technique3- Delphi Technique4- Idea and Mind MappingP8: Group Decision Making Techniques:1-Concencus (everyone agrees to support)2-Unanimity (everyone has to agree)3-Majority (%50+)4-Plurality (largest group)5-Dictatorship (Person in charge makes the decision)P9: Project Scope Statement includes the goals of the project, product description, requirements, constraints and assumptions and scope risks, and acceptance criteria. P10: Decomposition: WPs are small enough for estimating time and cost, and can be assigned to a single person or group that can be accountable for the results. P10: Scope Baseline = Scope Statement + WBS (Project Deliverables, not tasks for the deliverables) + WBS dictionary P11: Validate Scope is the process of ensuring that the product, service, or result of the project matches the documented scope. Needs to be performed even if the project cancels. P11: Validate Scope is concerned with completenessControl Quality is concerned with correctnessValidate scope typically performed after Control Quality.P11: Validate scope is a significant milestone where the product is accepted by the project manager, customer, sponsor and even functional manager and key stakeholders.P11: Inspection is the point by point review of the scope in the validate scope context.Accepted deliverables result is a formal, written acceptance by the appropriate stakeholders.

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BFEM Knowledge Base [PMP Notes]

P12: Control scope maintains control of the project by preventing unnecessary scope changes. P12: Control scope uses variance analysis to measure differences between what was defined in the scope baseline and what was created.

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P13- Plan Schedule Management (Planning)

Inputs Tools and Techniques Outputs:1- Project management plan2- Project charter3- Enterprise environmental factors4- Organizational process assets

1- Expert judgment2- Analytical techniques3- Meetings

1- Schedule management plan

P14- Define Activities (Planning)Inputs Tools and Techniques Outputs:1- Schedule management plan2- Scope baseline3- Enterprise environmental factors4- Organizational process assets

1- Decomposition2- Rolling wave planning3- Expert judgment

1- Activity list2- Activity attributes3- Milestone list

P15- Sequence Activities (Planning)Inputs Tools and Techniques Outputs:1- Schedule management plan2-Activity list3-Activity attributes4-Milestone list5-Project scope statement6-Enterprise environmental factors7-Organizational process assets

1- Precedence diagramming method (PDM)2-Dependency determination3-Leads and lags

1- Project schedule network diagrams2-Project documents updates

P16- Estimate Activity Resources (Planning)Inputs Tools and Techniques Outputs:1- Schedule management plan2-Activity list3-Activity attributes4-Resource calendars5-Risk register6-Activity cost estimates7-Enterprise environmental factors8-Organizational process assets

1- Expert judgment2-Alternative analysis3-Published estimating data4-Bottom-up estimating5-Project management software

1- Activity resource requirements2-Resource breakdown structure3-Project documents updates

P17- Estimate Activity Durations (Planning)Inputs Tools and Techniques Outputs:1- Schedule management plan2-Activity list3-Activity attributes4-Activity resource requirements5-Resource calendars6-Project scope statement7-Risk register8-Resource breakdown structure9-Enterprise environmental factors

1- Expert judgment2-Analogous estimating3-Parametric estimating4-Three-point estimating5-Group decision-making techniques6-Reserve analysis

1- Activity duration estimates2-Project documents updates

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BFEM Knowledge Base [PMP Notes]

10 Organizational process assets

P18- Develop Schedule (Planning)Inputs Tools and Techniques Outputs:1- Schedule management plan2-Activity list3-Activity attributes4-Project schedule network diagrams5-Activity resource requirements6-Resource calendars7-Activity duration estimates8-Project scope statement9-Risk register10-Project staff assignments11-Resource breakdown structure12-Enterprise environmental factors13-Organizational process assets

1- Schedule network analysis2-Critical path method3-Critical chain method4-Resource optimization techniques5-Modeling techniques6-Leads and lags7-Schedule compression8-Scheduling tool

1- Schedule baseline2-Project schedule3-Schedule data4-Project calendars5-Project management plan updates6-Project documents updates

P19- Control Schedule (Monitor and Controlling)Inputs Tools and Techniques Outputs:1- Project management plan2-Project schedule3-Work performance data4-Project calendars5-Schedule data6-Organizational process assets

1- Performance reviews2-Project management software3-Resource optimization techniques4-Modeling techniques5-Leads and lags6-Schedule compression7-Scheduling tool

1- Work performance information2-Schedule forecasts3-Change requests4-Project management plan updates5-Project documents updates6-Organizational process assets updates

Project manager should be in control of the schedule (time), schedule is derived from ground up. Project manager builds the schedule based on the work to be done and then seeks to make it conform to other calendar requirements, constraints, and strategic goals. What work needs to be done to produce deliverables defined by WBS. P14: Take WBS and decompose to activities.Rolling wave means things in near future is relatively clear while distant future may not be as detailed.Difference between WP and activity is that WP are deliverables and focus on project scope, while activities are work needs to be done to execute work packages.P15: Precedence Diagrams represents activities on the nodes (rectangles) and dependencies with arrows. Kinds of dependencies:1- Mandatory Dependencies2- Discretionary Dependencies (Soft/preferred logic)3- External DependenciesLead (jump start), Lag (waiting period)

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BFEM Knowledge Base [PMP Notes]

P16: Activity resource requirements defines the kind of the resource and the number of the resources.RBS is similar to WBS.P17: Estimate activity durations is a function of who will be doing the work, when they are available, how many resources will be assigned and amount of work in the activity. P17: 1-Analogous Estimating: similar activity to previous one2-Parametric Estimating: linear extrapolation3-Three-point Estimating (PERT)Beta Distribution (Pessimistic + 4xRealistic + Optimistic)/6beta = (Pessimistic - Optimistic)/6Triangular Distribution (Pessimistic + Realistic + Optimistic)/3

Reserve analysis (contingency) is the extra time added to an activity duration estimate.P18: Critical Path Method (CPM) is the combination of activities that, if any are delayed, will delay the project's finish. Used for finish date, float calculation and risk assessment. P18: Resource Optimization Techniques:1- Resource leveling: resource needs meet up with organization's ability to supply resources2- Resource smoothing: critical path and completion date do not change.Schedule Compression:1- Crashing: adding more resources to complete the task quicker (almost always increases the costs)2- Fast tracking: activities performed in parallel (almost always increases the risks, discretionary dependencies are ignored)

Project schedule shows when each activity is scheduled to begin and end and also planned start and finish date for the overall project.Project schedule forms:1- Milestone chart2- Bar charts3- Project Network DiagramP19: Work Performance Information calculates the schedule performance index (SPI), schedule variance (SV) and other earned value measurements (see cost management). P19: Schedule forecasts like estimate at completion (EAC) and estimate to completion (ETC) are most common ones (see cost management).

Network path is the sequence of events that affect each other on the project from start to finish.Float, early start, early finish, late start, late finish, free slack(delay without effecting the early start date of the subsequent depended activity)

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tP20- Plan Cost Management (Planning)

Inputs Tools and Techniques Outputs:1- Project management plan2-Project charter3-Enterprise environmental factors4-Organizational process assets

1- Expert judgment2-Analytical techniques3-Meetings

1- Cost management plan

P21- Estimate Costs (Planning)Inputs Tools and Techniques Outputs:1- Cost management plan2-Human resource management plan3-Scope baseline4-Project schedule5-Risk register6-Enterprise environmental factors7-Organizational process assets

1- Expert judgment2-Analogous estimating3-Parametric estimating4-Bottom-up estimating5-Three-point estimating6-Reserve analysis7-Cost of quality8-Project management software9-Vendor bid analysis10 Group decision-making techniques

1- Activity cost estimates2-Basis of estimates3-Project documents updates

P22- Determine Budget (Planning)Inputs Tools and Techniques Outputs:1- Cost management plan2-Scope baseline3-Activity cost estimates4-Basis of estimates5-Project schedule6-Resource calendars7-Risk register8-Agreements9-Organizational process assets

1- Cost aggregation2-Reserve analysis3-Expert judgment4-Historical relationships5-Funding limit reconciliation

1- Cost baseline2-Project funding requirements3-Project documents updates

P23- Control Costs (Monitoring and Controlling)Inputs Tools and Techniques Outputs:1- Project management plan2-Project funding requirements3-Work performance data4-Organizational process assets

1- Earned value management2-Forecasting3-To-complete performance index (TCPI)4-Performance reviews5-Project management software6-Reserve analysis

1- Work performance information2-Cost forecasts3-Change requests4-Project management plan updates5-Project documents updates6-Organizational process assets updates

Bottom up approach should be used.Life-cycle costing: ownership costs. Value Engineering

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BFEM Knowledge Base [PMP Notes]

P21: Order of magnitude estimate (-50% to +100%)Conceptual estimate (-30% to +50%)Preliminary estimate (-20% to +30%)Definitive estimate (-15% to +20%)Control estimate (-10% to +15%)P21: Cost of quality, cost of poor quality P21: 1-Analogous Estimating: similar activity to previous one2-Parametric Estimating: linear extrapolation (Historical relationship)3-Three-point Estimating (PERT)Beta Distribution (Pessimistic + 4xRealistic + Optimistic)/6beta = (Pessimistic - Optimistic)/6Triangular Distribution (Pessimistic + Realistic + Optimistic)/3

Reserve analysis (contingency) is the extra money, it should reflect the risk associated with the project.

P22: Budget is also known as cost performance baseline, takes the estimates and maps them on the dates on the calendar, in other words, this process time-phases the costs. Cost baseline forms a characteristic S curve.

Types of cost:1- Fixed2- Variable3- Direct4- Indirect5- Sunk

See Earned Value Formulas below:

Earned Value Formulas:

Schedule Performance Index

(SPI)SPI = EV/PV < 1    behind schedule

  = 1    on schedule

  EV = Earned Value > 1    ahead of schedule

  PV = Planned Value  

Cost Performance

Index (CPI) CPI = EV/AC < 1    Over budget   = 1    On budget   EV = Earned Value > 1    Under budget   AC = Actual Cost  

   

sometimes the term ‘cumulative CPI’ would

be shown, which actually is the CPI up to

that moment

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BFEM Knowledge Base [PMP Notes]

Schedule Variance (SV)

SV = EV – PV < 0    Behind schedule

  = 0    On schedule

  EV = Earned Value > 0    Ahead of schedule

  PV = Planned Value  

Cost Variance (CV)CV = EV –

AC < 0    Over budget

  = 0    On budget   EV = Earned Value > 0    Within budget   AC = Actual Cost  

Estimate at Completion (EAC) if original is flawed

EAC = AC + New ETC

if the original estimate is based on wrong

data/assumptions or circumstances have

changed   AC = Actual Cost  

  New ETC = New Estimate to Completion  

Estimate at Completion (EAC) if

BAC remains the same

EAC = AC + BAC – EV

the variance is caused by a one-time event and is not likely to

happen again   AC = Actual Cost  

  BAC = Budget at completion  

  EV = Earned Value  

Estimate at Completion (EAC) if

CPI remains the same

EAC = BAC/CPI

if the CPI would remain the same till end of

project, i.e. the original estimation is not

accurate

  BAC = Budget at completion  

  CPI = Cost performance index  

Estimate at Completion (EAC) if

substandard performance

continues

EAC = AC + [(BAC

-EV)/(CPI*SPI)]

use when the question gives all the values

(AC, BAC, EV, CPI and SPI), otherwise, this

formula is not likely to be used

  AC = Actual Cost     BAC = Budget at  

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BFEM Knowledge Base [PMP Notes]

completion   EV = Earned Value  

  CPI = Cost Performance Index  

  SPI = Schedule Performance Index  

To-Complete Performance Index

(TCPI)TCPI = (BAC

– EV)/ < 1    Under budget

  (BAC – AC) = 1    On budget   > 1    Over budget

  BAC = Budget at completion  

  EV = Earned value     AC = Actual Cost  

 TCPI =

Remaining Work

 

  /Remaining

Funds  

   

  BAC = Budget at completion  

  EV = Earned value  

  CPI = Cost performance index  

Estimate to Completion 

ETC = EAC -AC  

   

  EAC = Estimate at Completion  

  AC = Actual Cost  

Variance at Completion

VAC = BAC – EAC < 0    Under budget

  = 0    On budget

  BAC = Budget at completion > 0    Over budget

  EAC = Estimate at Completion  

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tP24- Plan Quality Management (Planning)

Inputs Tools and Techniques Outputs:1- Project management plan2-Stakeholder register3-Risk register4-Requirements documentation5-Enterprise environmental factors6-Organizational process assets

1- Cost-benefit analysis2- Cost of quality3- Seven basic quality tools4- Benchmarking5- Design of experiments6- Statistical sampling7- Additional quality planning tools8- Meetings

1- Quality management plan2- Process improvement plan3- Quality metrics4- Quality checklists5- Project documents updates

P25- Perform Quality Assurance (Executing)Inputs Tools and Techniques Outputs:1- Quality management plan2-Process improvement plan3-Quality metrics4-Quality control measurements5-Project documents

1- Quality management and control tools2-Quality audits3-Process analysis

1- Change requests2-Project management plan updates3-Project documents updates4-Organizational process assets updates

P26- Control Quality (Monitoring and Controlling)Inputs Tools and Techniques Outputs:1- Project management plan2- Quality metrics3- Quality checklists4- Work performance data5- Approved change requests6- Deliverables7- Project documents8- Organizational process assets

1- Seven basic quality tools2- Statistical sampling3- Inspection4- Approved change requests review

1- Quality control measurements2-Validated changes3-Verified deliverables4-Work performance information5-Change requests6-Project management plan updates7-Project documents updates8-Organizational process assets updates

Prevention on inspection. Project manager is ultimately responsible and accountable for the quality of the project. Deming: Plan-Do-Check-Act cycle

Quality is the degree to which a set of inherent characteristics fulfills requirements.

Total Quality Management (TQM): everyone is responsible and can make a difference. How something is produced is more important than what is actually produced.

Continuous Improvement: Kaizen (small changes)Just In Time (JIT) inventory levels down to zero forcing a focus on quality.ISO 9000: document what you do and do what you document. Statistical Independence (not linked)

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BFEM Knowledge Base [PMP Notes]

Mutually Exclusive: (you can pick only one at a time)Standard Deviation: normal distribution (1s:68.25%, 2s:95.46%, 3s:99.73%, 6:99.99966%)Six Sigma: 3.4 defects per 1000000Prevention is keeping defects from occurring, inspection is catching errors before impacting outside the project.Attribute Sampling is binary, Variable Sampling is how well something conforms to quality.Special Causes: unusual and preventable, Common Causes are normal and accepted.Tolerance (product) are the limits for product acceptance, Control Limits (process) are 3s below and above the mean and your process is in control as long as you are within control limits.P24: Baselines from project management plan is important input for the quality management. P24: Quality policy is a must, if it doesn't exist project team should write one for the project.All benefits of quality activities must outweigh the costs. 7 Basic Quality Tools:1- Cause and Effect Diagrams - Ishikawa or fishbone2- Flowcharting3- Checksheets4- Pareto Diagrams (80/20 cumulative)5- Histograms - column charts6- Control charts - rule of 77- Scatter DiagramsP25: Perform Quality Assurance is all about improving the process itself. P25: Quality Management and Control Tools:1- Affinity Diagrams: visually relates bits of information to other bits of information.2- Process Decision Program Charts (PDPC): risks and steps to take for these risks.3- Interrelationship Digraphs: causes and effects related to a problem4- Tree Diagrams: 5- Prioritization Matrices6- Activity Network Diagrams7- Matrix DiagramsP25: Quality audits are the key tool in perform quality assurance because they review the project to evaluate which activities should be improved and which meet quality standards.

P26: Control Quality looks at specific results to determine if they conform to the quality standards (both product and project deliverables). Uses statistical sampling rather than looking at each and every output. This process uses the tool of inspection.

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tP27- Plan Human Resource Management (Planning)

Inputs Tools and Techniques Outputs:1- Project management plan2-Activity resource requirements3-Enterprise environmental factors4-Organizational process assets

1- Organization charts and position descriptions2-Networking3-Organizational theory4-Expert judgment5-Meetings

1- Human resource management plan

P28- Acquire Project Team (Executing)Inputs Tools and Techniques Outputs:1- Human resource management plan2-Enterprise environmental factors3-Organizational process assets

1- Pre-assignment2-Negotiation3-Acquisition4-Virtual teams5-Multi-criteria decision analysis

1- Project staff assignments2- Resource calendars3- Project management plan updates

P29- Develop Project Team (Executing)Inputs Tools and Techniques Outputs:1- Human resource management plan2-Project staff assignments3-Resource calendars

1- Interpersonal skills2-Training3-Team-building activities4-Ground rules5-Colocation6-Recognition and rewards7-Personnel assessment tools

1- Team performance assessments2-Enterprise environmental factors updates

P30- Manage Project Team (Executing)Inputs Tools and Techniques Outputs:1- Human resource management plan2- Project staff assignments3- Team performance assessments4- Issue log5- Work performance reports6- Organizational process assets

1- Observation and conversation2- Project performance appraisals3- Conflict management4- Interpersonal skills

1- Change requests2- Project management plan updates3- Project documents updates4- Enterprise environmental factors updates5- Organizational process assets updates

Human resource management defines a role for everyone on the project and defines responsibilities for each of those roles. The project manager gives responsibility and authority to the team and expects reliability and accountability in return.

P27: Three primary organization charts:1- Hierarchical2- Matrix (Responsibility Assignment Matrix (RAM), RACI is a RAM)3- Text OrientedResponsible – Who is responsible for the execution of the task?Accountable – Who is accountable for the tasks and signs off the work?

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BFEM Knowledge Base [PMP Notes]

Consulted – Who are the subject matter experts who to be consulted?Informed – Who are the people who need to be updated of the progress?P27: Human Resource Management plan has 3 components: 1- Roles and Responsibilities, 2- Organization Charts, 3- Staffing management plan (resource histogram, timeline, release plan, training, rewards, safety procedures, compliance needs)P28: Acquire project team process gets the right people working on the project. You need different skill set throughout the life of the project.P29: Develop Project Team focuses on building a sense of team and improving its performance.Interpersonal skills (soft skills) are the ability to get along with others, to ensure their cooperation, and motivate people to give extra effort and do their best for the project.Team Building Activities: Tuckman's Ladder of Team Development: 1- Forming 2- Storming 3-Norming 4- Performing 5- AdjourningP29: Recognition and rewards (theories of motivation) win-win is always better1- Maslow's Hierarchy of Needs (bottom must be satisfied before upper surface)PhysiologicalSecurityAcceptanceEsteemSelf-Actualization2- Expectancy Theory: Team members make choices based on the expected outcomes.3- McGregor's Theory X (members are interested in their own selfish goals) and Theory Y (naturally motivated to do good work)4- Contingency Theory: 1- Task or relationship oriented 2- Situational factors in the workplace5- Herzberg's Motivation-Hygiene Theory: presence of certain factors doesn't satisfy (good relationships, pay, personal life, status, security) but their absence unsatisfies. Motivation factors (achievement, recognition, work, responsibility, advancement, growth) work but you need hygiene factors in place.6- McClelland's Three Need Theory: 1- Achievement 2- Power 3- AffiliationProject manager can work to manage roles by using these needs to reach peak performance.P29: Recognition and Rewards: Forms of Power:1- Reward Power (most effective)2- Expert Power (most effective)3- Legitimate4- Referent5- Punishment (least effective)P29: Personnel assessment tools mean to create awareness so that an improvement plan may be undertaken.P29: Team performance assessments: it is project manager's job to increase the team performance and he needs right resources to develop the team.

P30: Conflict management: Managing conflict in a constructive way helps improve team morale and performance.1- Problem Solving (conformation of the problem) - best way2- Collaboration - work together - second best way3- Compromise - lose -lose4- Forcing5- Smoothing - focus what is going well6- Withdrawal - avoidance

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BFEM Knowledge Base [PMP Notes]

Constructive and Destructive Team Roles Constructive: Initiators, Information Seekers, Information Givers, Encouragers, Clarifiers, Harmonizers, Summarizers, Gate KeepersDestructive: Aggressors, Blockers, Withdrawers, Recognition Seekers, Topic Jumpers, Dominators, Devil's AdvocatesSources of conflict:Less common: Personality, Cost, Procedure, Technical Options, 50%+ Human Resources, Priorities, Schedules :More commonP30: Interpersonal Skills: Leadership, Influencing, Effective Decision Making

Managing means producing key results, while leadership means establishing a direction, aligning people to that direction, and motivating and inspiring.

Styles of leading: Early phases to Late phasesDirecting Leader -> Coaching Leader -> Facilitating Leader -> Supporting Leader

Project managers have to be able to influence stakeholders through persuasion, listening, and building trusting relationships.Good decision making involves: following a process, keeping focused on the goals, and taking all information into consideration.

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BFEM Knowledge Base [PMP Notes]

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P31- Plan Communications Management (Planning)Inputs Tools and Techniques Outputs:1- Project management plan2-Stakeholder register3-Enterprise environmental factors4-Organizational process assets

1- Communication requirements analysis2-Communication technology3-Communication models4-Communication methods5-Meetings

1- Communications management plan2-Project documents updates

P32- Manage Communications (Executing)Inputs Tools and Techniques Outputs:1- Communications management plan2-Work performance reports3-Enterprise environmental factors4-Organizational process assets

1- Communication technology2-Communication models3-Communication methods4-Information management systems5-Performance reporting

1- Project communications3-Project management plan updates2-Project documents updates4-Organizational process assets updates

P33- Control Communication (Monitoring and Controlling)Inputs Tools and Techniques Outputs:1- Project management plan2-Project communications3-Issue log4-Work performance data5-Organizational process assets

1- Information management systems2-Expert judgment3-Meetings

1- Work performance information2-Change requests3-Project management plan updates4-Project documents updates5-Organizational process assets updates

Communications management covers all tasks related to producing, compiling, sending, storing, distributing, and managing project records.Project manager's most important job or skill is communications (%90 of his time spent on communications, %50 with project team).Project manager should be in control of the communications process. P31: Planning: how often, what format, what information, which stakeholders (also communication requirements analysis)Communications Requirement Analysis: Communication Channels/paths of communication: n x (n-1)/2if this number is large project manager should define which communication channels are official.Communication Technology: Sensitivity and security of the communication defines the right technology (face to face, web site, portal, email)Communication Models: How messages are sent and received. Responsibilities between sender and receiver (S: encode, select a method, send, confirm R: decode, acknowledge, respond and feedback)Noise: anything interferesWays of communicating:1- Active Listening2- Effective Listening3- Feedback4- Nonverbal5- Para lingual - tone of voice, volume, pitch

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BFEM Knowledge Base [PMP Notes]

Communication Methods:1- Informal Written: email, memorandum2- Formal Written: contracts, legal notices, project documents, important project communications3- Informal Verbal: meetings, discussions, phone calls, conversations4- Formal Verbal: speeches, mass communications, presentations

Communication Methods (another way to frame):1- Interactive2- Push3- PullP32: Project Communications: anytime information is being exchanged with stakeholder, this output comes into play.

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BFEM Knowledge Base [PMP Notes]

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tP34- Plan Risk Management (Planning)

Inputs Tools and Techniques Outputs:1- Project management plan2-Project charter3-Stakeholder register4-Enterprise environmental factors5-Organizational process assets

1- Analytical techniques2-Expert judgment3-Meetings

1- Risk management plan

P35- Identify Risks (Planning)Inputs Tools and Techniques Outputs:1- Risk management plan2-Cost management plan3-Schedule management plan4-Quality management plan5-Human resource management plan6-Scope baseline7-Activity cost estimates8-Activity duration estimates9-Stakeholder register10 Project documents11- Procurement documents12-Enterprise environmental factors13-Organizational process assets

1- Documentation reviews2-Information gathering techniques3-Checklist analysis4-Assumptions analysis5-Diagramming techniques6-SWOT analysis7-Expert judgment

1- Risk register

P36- Perform Qualitative Risk Analysis (Planning)Inputs Tools and Techniques Outputs:1- Risk management plan2-Scope baseline3-Risk register4-Enterprise environmental factors5-Organizational process assets

1- Risk probability and impact assessment2-Probability and impact matrix3-Risk data quality assessment4-Risk categorization5-Risk urgency assessment6-Expert judgment

1- Project documents updates

P37- Perform Quantitative Risk Analysis (Planning)Inputs Tools and Techniques Outputs:1- Risk management plan2-Cost management plan3-Schedule management plan4-Risk register5-Enterprise environmental factors6-Organizational process assets

1- Data gathering and representation techniques2-Quantitative risk analysis and modeling techniques3-Expert judgment

1- Project documents updates

P38- Plan Risk Responses (Planning)Inputs Tools and Techniques Outputs:1- Risk management plan2-Risk register

1- Strategies for negative risks or threats2-Strategies for positive risks or opportunities3-Contingent response strategies4-Expert judgment

1- Project management plan updates2-Project documents updates

P39- Control Risks (Monitoring and Controlling)Inputs Tools and Techniques Outputs:1- Project management plan2-Risk register3-Work performance data4-Work performance reports

1- Risk reassessment2-Risk audits3-Variance and trend analysis4-Technical performance measurement5-Reserve analysis6-Meetings

1- Work performance information2-Change requests3-Project management plan updates4-Project documents updates5-Organizational process assets updates

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BFEM Knowledge Base [PMP Notes]

1- Risk is related to an uncertain event. 2- Risk may affect the project for good or for bad.

P34: How risk will be approached on the project.Risk Management Plan includes risk categorization in the form of RBS.

P35: Documents are reviewed for completeness, correctness and consistency.Information gathering techniques mostly used for identifying risks are: brainstorming, Delphi technique, expert interviews, and root cause identification.Checklist analysis uses RBS.Diagramming techniques used here: Ishikawa-fishbone-cause and effect, influence diagrams, flow chartsSWOT: Strengths, Weaknesses, Opportunities, and Threats

P35: Risk Register: list of risks, reactions to these, root causes, and categories

P36: Perform Qualitative Risk Analysis: quickly determine highest priority risks on the project. Use probability and impact matrix (PIM) to create prioritization and ranking and update risk register.Tools: PIM, give a number for probability and impact and multiply them to define the ranking.

P37: Perform Quantitative Risk Analysis: Assign a projected value to quantify the risks that have been ranked by perform qualitative risk analysis.Scope generally fits better to qualitative risk analysis and cost fits better to quantitative risk analysis.Tools: Data gathering and representation techniques used here: interviewing, probability distributions (very useful)Tools: Quantitative risk analysis and modeling techniques: Sensitivity Analysis (how sensitive to risk), Expected Monetary Value Analysis (most likely monetary value), Decision Tree Analysis (probability and dollar amount for each risk), Tornado Diagrams (change in project cost due to labor for example), Modeling and Simulation (Monte Carlo)Risk may be beneficial, risk is in the uncertainty not just in the outcome.

P38: Plan risk responses: Creates a plan for how each risk will be handled (actionable: specific tasks and responsibilities are assigned to specific team members).Tools: Strategies for Negative Risks or Threats:1- Avoid (avoid the risk by taking safer route)2- Transfer 3- Mitigate (make it less)4- Accept (could be a good solution if the cost or impact of other strategies is too great) Strategies for Positive Risks or Opportunities:1- Exploit (remove any uncertainty)2- Share 3- Enhance (increase the likelihood of the risk occurring)4- AcceptTools: Contingent response strategies (decision is contingent upon certain conditions).

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BFEM Knowledge Base [PMP Notes]

P39: Control Risks: Did we plan properly? Did the results come out the way we anticipated? Should we correct the plan or the way we execute? Are there lessons learned?Tools: Risk Reassessment: risks and very nature of the risks changes so that you need to reassess the risks so that they are current and accurate.Risk Audits: focused on risk management not so much about individual risks.Variance (difference between what was planned and what was executed) and Trend Analysis (how performance is trending)Technical Performance Measurement focuses on the functionality, looking at the project meeting goals for delivering the scope over time.Reserve Analysis: sufficient cost or time compared to the amount of risk anticipated.

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BFEM Knowledge Base [PMP Notes]

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tP40- Plan Procurement Management (Planning)

Inputs Tools and Techniques Outputs:1- Project management plan2-Requirements documentation3-Risk register4-Activity resource requirements5-Project schedule6-Activity cost estimates7-Stakeholder register8-Enterprise environmental factors9-Organizational process assets

1- Make-or-buy analysis2-Expert judgment3-Market research4-Meetings

1- Procurement management plan2-Procurement statement of work3-Procurement documents4-Source selection criteria5-Make-or-buy decisions6-Change requests7-Project documents updates

P41- Conduct Procurements (Executing)Inputs Tools and Techniques Outputs:1- Procurement management plan2-Procurement documents3-Source selection criteria4-Seller proposals5-Project documents6-Make-or-buy decisions7-Procurement statement of work8-Organizational process assets

1- Bidder conference2-Proposal evaluation techniques3-Independent estimates4-Expert judgment5-Advertising6-Analytical techniques7-Procurement negotiations

1- Selected sellers2-Agreements3-Resource calendars4-Change requests5-Project management plan updates6-Project documents updates

P42- Control Procurements (Monitoring and Controlling)Inputs Tools and Techniques Outputs:1- Project management plan2-Procurement documents3-Agreements4-Approved change requests5-Work performance reports6-Work performance data

1- Contract change control system2-Procurement performance reviews3-Inspections and audits4-Performance reporting5-Payment systems6-Claims administration7-Records management system

1- Work performance information2-Change requests3-Project management plan updates4-Project documents updates5-Organizational process assets updates

P43- Close Procurements (Closing)Inputs Tools and Techniques Outputs:1- Project management plan2-Procurement documents

1- Procurement audits2-Procurement negotiations3-Records management system

1- Closed procurements2-Organizational process assets updates

Procurement Roles: Buyer, SellerContract Types: 1- Fixed Price ContractsFirm Fixed Price (FFP)Fixed Price Incentive Fee (FPIF)Fixed Price Economic Price Adjustment (FP-EPA)2- Cost Reimbursable Contracts

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BFEM Knowledge Base [PMP Notes]

Cost Plus Fixed Fee (CPFF)Cost Plus Incentive Fee (CPIF)3- Time and Materials ContractsPoint of Total Assumption (PTA) is the cost point in the contract where a subcontractor assumes responsibility for all additional costs.P40: Procurement Management Plan defines what will be procured, how seller will be selected, contract type, how risk will be managed, how sellers will be managed and their performance will be measured.Procurement Statement of Work: Section of the scope is explained in enough detail so that the seller can decide or analyze whether they are qualified to pursue the work in question.Procurement Documents: Invitation For Bid (IFB) or Request For Proposal (RFP) provides a narrative description of the work to be performed.Source selection criteria is defined before the seller is selected to make sure the procurement process is objective and unbiased.P41: Conduct Procurements: Tools: Procurement Negotiations: the goal is to reach a win-win scenario. Agreements: contract describes the work, and the way of performing the work (location, conditions). It may also specify who will do the work, when and how payments will be made and delivery terms. How disputes will be resolved is also an important part of the contracts.P42: Control Procurements: All conditions of the contract are met and project match procurements plan.Tools: Procurement Performance Review: seller is shown the areas they are compliant and performance problem areas.Tools: Inspection and Audits: Product itself not so much the performance.Tools: Performance Reporting: tool to help measure the seller's performance against the plan.Tools: Claims Administration: Disputes must be resolved and for doing so should be defined in advance of the claim.P43: Close Procurements: It is performed when a contract is completed or terminated. Tools: Procurement Audits: capture lessons learnedTools: Procurement Negotiations: When negotiations break down Alternative Dispute Resolution (mediation or arbitration) should be used before litigation.

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BFEM Knowledge Base [PMP Notes]

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tP44- Identify Stakeholders (Initiating)

Inputs Tools and Techniques Outputs:1- Project charter2-Procurement documents3-Enterprise environmental factors4-Organizational process assets

1- Stakeholder analysis2-Expert judgment3-Meetings

1- Stakeholder register

P45- Plan Stakeholder Management (Planning)Inputs Tools and Techniques Outputs:1- Project management plan2-Stakeholder register3-Enterprise environmental factors4-Organizational process assets

1- Expert judgment2-Meetings3-Analytical techniques

1- Stakeholder management plan2-Project documents updates

P46- Manage Stakeholder Engagement (Executing)Inputs Tools and Techniques Outputs:1- Stakeholder management plan2-Communications management plan3-Change log4-Organizational process assets

1- Communication methods2-Interpersonal skills3-Management skills

1- Issue log2-Change requests3-Project management plan updates4-Project documents updates5-Organizational process assets updates

P47- Control Stakeholder Engagement (Monitoring and Controlling)Inputs Tools and Techniques Outputs:1- Project management plan2-Issue log3-Work performance data4-Project documents

1- Information management systems2-Expert judgment3-Meetings

1- Work performance information2-Change requests3-Project management plan updates4-Project documents updates5-Organizational process assets updates

The idea that drives this is to work to manage the expectations that drive stakeholder satisfaction.Stakeholder management is the creation and maintenance of relationships with the aim to satisfy needs.P44: Identify Stakeholders: Stakeholder may be anyone with an interest (positive/negative) in the project. Perform after develop project charter.Tools: Stakeholder analysis: plot stakeholders on a grid to visualize their impact and influence; they can be ranked from greatest to least. Stakeholder Register lists stakeholders, describes them and classifies them.

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BFEM Knowledge Base [PMP Notes]

P45: Plan Stakeholder Management: Tools: Analytical Techniques: Stakeholders and their level of engagement (current and desired) must be understood and analyzed (stakeholder engagement matrix).Unaware -> Resistant -> Neutral -> Supportive -> LeadingStakeholder management plan describes how team will engage stakeholders, manage their expectations and deal with issues.

P46: Manage Stakeholder Engagement: Stakeholder satisfaction may be the single most significant ingredient in project success. Issue log captures and condenses stakeholder concerns in one single document.

P47: Control Stakeholder Engagement:

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BFEM Knowledge Base [PMP Notes]

Process: A package of inputs, tools and outputs used together to do something necessary and valuable for the project. Composed of:inputs (starting points), tools and techniques (actions or methods transforming inputs to outputs), and outputs

Project: A temporary (finite) group of related tasks undertaken to create a unique product, service or result.

Program: A group of related projects coordinated together.Portfolio: Represents the entire investment in projects and programsProgressive Elaboration:

You don't know all the characteristics about a product when you begin the project. It is refined over time.

Project Management:

Using skills, knowledge, and resources to satisfy project requirements.

Success: Delivering the project within the set boundaries of scope, cost, schedule, quality and risk.

Baseline: Original plan plus any approved changes.Lessons Learned:

Variances between the plan and the result.

System: All the formal procedures and tools put in place to manage something.Project Roles:

Project Manager:

* Formally empowered to use organizational resources* In control of the project* Authorized to spend the project's budget* Authorized to make decisions for the project

Project Coordinator:

Weaker than project manager

Project Expeditor:

Staff assistant who has little or no formal authority.

Senior Management:

More senior than project manager.

Functional Manager:

Departmental manager.

Stakeholder: Individuals who are involved in the project or whose interests may be positively or negatively affected as a result of the execution or completion of the project.

Sponsor: Internal or external body paying for the project.Project Office: Supports the project managers with methodologies, tools and

training, etc., or even ultimately control projects.Program Manager:

Manages projects at a higher level than the project manager does.

Project Context:

Organizational environment where the project is carried out.

Types of Organizations: PM Power:

Functional: Functional Manager is in charge lessMatrix: Weak Matrix: more functional manager medium

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BFEM Knowledge Base [PMP Notes]

Balanced Matrix: sharedStrong Matrix: more project manager

Projectized: Project Manager is in charge highComposite: An organization that has more than one type of reporting structure.

Project Manager's Management Skills:Leading:Communicating:Negotiating:Problem Solving:Influencing:

Project PhasesConceptual -> Planning -> Construction -> Testing -> Implementation -> Closure

Project Management Methodology:Rules are the processes (same 47 for everybody) and strategy is the methodology (which ones to utilize and how to utilize them)

Common Inputs:Enterprise Environmental Factors:

Things that impact the project that are not part of the project itself:Organizational StructureCorporate cultureOrganization's values and work ethicLaws and regulationsProject stakeholder characteristicsMarketplaceInfrastructureAppetite for riskAnything external that effects the project

Organizational Process Assets:

Information, tools, documents, or knowledge from your organization that could help your project:Project document templatesProject plan examplesPolicies, procedures, guidelinesSW toolsDatabasesEstimation data (budget/schedule)Historical informationLessons learnedKnowledge basesCorporate competenciesAnything organization owns.

Project Documents:

Any documents project produces or influence the project (agreements/standards)

Project Management Plan:

Single approved document that guides execution, monitoring and control, and closure.

Common Tools:

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BFEM Knowledge Base [PMP Notes]

Analytical Techniques:

Root cause to scenario forecasts

Expert Judgment:

Whenever there is not sufficient experience

Facilitation Techniques:Group Decision Making Techniques:

Consensus (everyone agrees to support)Unanimity (everyone has to agree)Majority (%50+)Plurality (largest group)Dictatorship (Person in charge makes the decision)

Meetings:PMIS: Project Management Information System

Schedule and handling (collect/distribute) information

Common Outputs:Work Performance Data:

Raw data

Work Performance Information:

Analyzed and processed

Work Performance Reports:

Information compiled into the format of presentation or report.

Change Requests:

All requested changes are brought into the process of Perform Integrated Change Control and approved or rejected.

Updates: Plan updates come out of planning, executing, monitoring and controlling processes.

Professional Conduct:Responsibility: taking ownership for the decisions we make or fail to make, the

actions we take or fail to take, and the consequences that result. Respect: Our duty to show a high regard for ourselves, others, and the

resources entrusted to us. Fairness: Do unto others as you would have them do unto you.Honesty: Our duty to understand the truth and act in a truthful manner both in

our communications and in our conduct. Tell the truth, the whole truth, and nothing but the truth.

Accountability vs Responsibility:

The Accountable person is the individual who is ultimately answerable for the activity or decision. This includes “yes” or “no” authority and veto power. Only one Accountable person can be assigned to an action.

The Responsible person is the individual(s) who actually complete the task. The Responsible person is responsible for action/implementation. Responsibility can be shared. The degree of responsibility is determined by the individual with the

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BFEM Knowledge Base [PMP Notes]

“Accountability”.Verification vs validation:

Verification: Are we building the product right? Validation: Are we building the right product?

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