paul learning_my pm notes

8/10/2019 Paul Learning_My PM Notes

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How to study

1 Review Chapter Briefly

2 Create Chapter Outline (look up definitions w/page number)

3 Read Chapter Briefly (no notes)

4 Do some practice problems

5 Read chapter in depth and take notes

6 Re-do and do more practice problems7

04.21.13 Integrate

Make KAa connections,type notes, practice ITTOs and connections X

Read detailed ITTO list X

Read Outside Excel Notes Abhisheks version

Do practice questions

Look at Videos and take notes

Read PMBOK, Andy Crowe and Rita books

Go back and list highlighted notes

Practice Rita's process chart, formulas, and PMBOK chart

Do more practice questions


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Scope Time Cost Quality HR Comm Risk Procure


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INTEGRATION MANAGEMENT

Develop Project Charter (110/73)

Project Charter

Project Title and Description (What is the project)

Project Manager Assigned and Authority Level

Business Case

Resources PreassignedStakeholders

Stakeholder Requirements As Known

Product Description/Deliverables

Measurable Project Objective

Project Approval Requirements

High-Level Project Risks

Project Sponsors Authorizing This Project

Business Case (117/75)

Project Selection

1. Benefit measurement methods (Comparative approach)

Murder board (a panel of people who try to shoot down a new project idea)

Peer review

Scoring Models

Economic models for Project Selection

Present value (PV)

Net present value (NPV)

Internal rate of return (IRR)

Payback period

Cost benefit analysis

2. Constrained optimization methods (Mathematical approach)

Linear programmingInteger programming

Dynamic programming

Multi-objective programming

Economic Value Added (EVA)

Opportunity Cost

Sunk Costs

Law of Diminishing Returns

Working Capital

Depreciation

1. Straight Line Depreciation

2. Accelerated Depreciation

Constraints and Assumptions

Project Statement of Work (SOW) (123/75)

Charters with Work Under Contract

Enterprise Environmental Factors (123/14)

Project Management Information System (PMIS)

Organizational Process Assets (123/32)

Processes, Procedures, and Policies

Corporate Knowledge Base


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Historical Information

Lessons Learned

Develop Project Management Plan (124/78)

Management Plans

Project Management Plan

Baselines (Performance Measurement Baseline)

Requirements Management PlanChange Management Plan

Change Control System

Configuration Management Plan

Configuration management System

Process Improvement Plan

Project Documents (129/350)

Project Management Plan Approval

Kickoff Meeting

Direct and Manage Project Execution (130/83)

Monitor and Control Project Work (131/89)

Work Authorization System

Change Requests (132/92)

Corrective Action (132/92)

Preventive Action (134/92)

Defect Repair (135/92)

Perform Integrated Change Control (135/93)

Change Control Board (136/98)

Process for Making Changes (high level)

1. Evaluate the impact

2. Create options

3. Get the change request approved internally4. Get customer buy-in (if required)

Detailed Process for Making Changes

1. Prevent the root cause of changes

2. Identify change

3. Look at the impact of the change

4. Create a change request

5. Perform integrated change control

a. Assess the change

b. Look for options

c. The change is approved or rejected

d. Update the status of the change in the change control system

6. Adjust the project management plan, project documents, and baselines

7. Manage stakeholders' expectations by communicating the change to stakeholders

affected by the change

8. Manage the project to the revised project management plan and project

documents

Close Project or Phase (140/99)

Notes for overall trends within KA


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Project Charteris an input into Develop Project Management Plan (Planning).

OPAs andEEFsare inputs into every IM KA, except EEFs are not in project closure

Project Management planbecomes an input into all Execution, M&C, and Closing

Processes

Project management plan updates andproject document updates are both outputs

found in all the Execution and M&C process groups

Approved Change request is an input into Execution, Change requestsare outputs

for Execution and M&C project work, but change requestsare inputs to PICC and

change request status updates is an output in PICC

Deliverablesare unique outputs for Execution, accepted deliverablesare input into

Closing and the final product, service or resulttransitionis an output in Closing

Work Performance Info (WPI)is an output in Execution and an Input into PICC

Expert judgementis a TT for all processes

PMISis a TT for Executioon

Chaange Control meetingsis a TT for PICC

Business Case, Project SOW, Contractare unique inputs into Develop Project

Charters

plan?


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Performance reportsare unique inputs into Monitor and control project work?

DMPE outpus Change requestsand WPIwhich become inputs into PICC, then

approved changed requests from PICC are input into DMPE


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Notes on individual KA processes


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Definitions for Process Group


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Develop Project CharterThe process of developing a document that formally

authorizes a project or a phase and documenting initial requirements that satisfy the

stakeholders needs and expectations.

Develop Project Management PlanThe process of documenting the actionsnecessary to define, prepare, integrate, and coordinate all subsidiary plans.

Direct and Manage Project ExecutionThe process of performing the work defined

in the project management plan to achieve the projects objectives.

Monitor and Control Project WorkThe process of tracking, reviewing, and

regulating the progress to meet the performance objectives defined in the project

management plan.

Perform Integrated Change ControlThe process of reviewing all change requests,

approving changes, and managing changes to the deliverables, organizational

process assets, project documents, and project management plan.

Close Project or PhaseThe process of finalizing all activities across all of the Project

Management Process Groups to formally complete the project or phase.


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Notes from Practice Problems in Rita


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Definition of ITTOS


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Project Charter [Output/Input]. A document issued by the project initiator or sponsor that formally authorizes

the existence of a project, and provides the project manager with the authority to apply organizational resources

to project activities

Organizational Process Assets [Output/Input]. Any or all process related assets, from any or all of the

organizations involved in the project that are or can be used to influence the projects success. These process

assets include formal and informal plans, policies, procedures, and guidelines. The process assets also includethe organizations knowledge bases such as lessons learned and historical information.

Enterprise Environmental Factors [Output/Input]. Any or all external environmental factors and internal

organizational environmental factors that surround or influence the projects success. These factors are from any

or all of the enterprises involved in the project, and include organizational culture and structure, infrastructure,

existing resources, commercial databases, market conditions, and project management software

Project Management Plan [Output/Input]. A formal, approved document that defines how the project is

executed, monitored, and controlled. It may be a summary or detailed and may be composed of one or more

subsidiary management plans and other planning documents.

Approved Change Request [Output/Input]. A change request that has been processed through the integrated

change control process and approved.

Change Request. Requests to expand or reduce the project scope, modify policies, processes, plans, or

procedures, modify costs or budgets, or revise schedules.

now status of the processes from each knowledge area. It refers to what work has been completed, or how

much time has been elapsed, or the cost incurred, etc. It provides us information about the current status of the

project deliverables. This information is utilized in the creation of the Work Performance Measurements (WPM)

and the Performance Reporting.

Performance Reports [Output/Input].Documents and presentations that provide organized and summarizedwork performance information, earned value management parameters and calculations, and analyses of project

and approving

or rejecting those change requests. The roles and responsibilities of these boards are clearly defined and are

agreed upon by appropriate stakeholders. All change control board decisions are documented and

communicated to the stakeholders for information and follow-up actions

The business case or similar document provides the necessary information from a business standpoint to

determine whether or not the project is worth the required investment. Typically the business need and the cost-

benefit analysis are contained in the business case to justify the project. The requesting organization or

customer, in the case of external projects, may write the business case

The statement of work (SOW)is a narrative description of products or services to be delivered by the project.For internal projects, the project initiator or sponsor provides the statement of work based on business needs,

product, or service requirements. For external projects, the statement of work can be received from the

customer as part of a bid document, for example, request for proposal, request for information, request for bid,

Contract A contract is an input if the project is being done for an external customer.


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through 12 are integrated

to create the project management plan. Any baselines and subsidiary management plans that are an output

from other planning processes are inputs to this process. In addition, updates to these documents can

necessitate updates to the project management plan.


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Notes for overall trends Outside KA


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Notes for overall trends within KA Notes for overall trends within KA Definitions for Process Group

Project Charteris an input into Develop Project

Management Plan (Planning). Expert judgementis a TT for all processes

Develop Project CharterThe process of

developing a document that formally

authorizes a project or a phase anddocumenting initial requirements that satisfy

the stakeholders needs and expectations.

Project

issued b

formally

and provauthorit

project a

OPAs andEEFsare inputs into every IM KA,except EEFs are not in project closure PMISis a TT for Executioon

Develop Project Management PlanThe

process of documenting the actions necessary

to define, prepare, integrate, and coordinateall subsidiary plans.

Organiz

[Output

assets, f

involved

to influe

process

plans, po

process

knowledhistorica

Project Management planbecomes an input

into all Execution, M&C, and Closing Processes Chaange Control meetingsis a TT for PICC

Direct and Manage Project ExecutionThe

process of performing the work defined in the

project management plan to achieve the

projects objectives.

Enterpri

[Output

environ

organiza

surroun

These fa

enterpri

organiza

infrastru

databas

manage

Project management plan updates andproject

document updates are both outputs found in

all the Execution and M&C process groups

Business Case, Project SOW, Contractare

unique inputs into Develop Project Charters

Monitor and Control Project WorkThe

process of tracking, reviewing, and regulating

the progress to meet the performance

objectives defined in the project management

plan.

Project

A forma

how the

controll

and may

subsidia

planning

Approved Change request is an input into

Execution, Change requestsare outputs for

Execution and M&C project work, but change

requestsare inputs to PICC and change

request status updates is an output in PICC

Outputs from planning processesare unique

inputs in Develop project Management plan?

Perform Integrated Change ControlThe

process of reviewing all change requests,

approving changes, and managing changes

to the deliverables, organizational process

assets, project documents, and project

management plan.

Approve

change r

through

and app


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Work Performance Info (WPI)is an output in

Execution and an Input into PICC

DMPE outpus Change requestsand WPIwhich

become inputs into PICC, then approved

changed requests from PICC are input into

DMPE

Work Pe

raw data

that it is

from ea

work hahas bee

provides

status o

informa

Work Pe

the Perf


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Definition of ITTOS Notes for overall trends Outside KA

Performance Reports [Output/Input].

Documents and presentations that provide

organized and summarized work performance

information, earned value managementparameters and calculations, and analyses of

project work progress and status.

Develop Project Charteris an input into an

input into Scope KA (Collect Requirements &Define Scope) and Communication KA (Identify

Stakeholders).

Change Control meetings. A change control

board is responsible for meeting and reviewing

the change requests and approving

or rejecting those change requests. The roles

and responsibilities of these boards are clearly

defined and are agreed upon by appropriate

stakeholders. All change control board

decisions are documented and communicated

to the stakeholders for information and follow-up actions

Several management plans and documents

(from all KA's), baselines (scope, cost,

schedule) are input to create the Project

Management Plan[plan, define, collect,

develop, create]. The project management

planis an input for verify scope(s), control

(scope, schedule, cost), PQA, PQC, team(3) *,

DI, MSE. PMP Updatesare inputs for reporting

performance, monitor and control risks, andprocurement processes.

The business case or similar document

provides the necessary information from a

business standpoint to determine whether or

not the project is worth the required

investment. Typically the business need and

the cost-benefit analysis are contained in the

business case to justify the project. The

requesting organization or customer, in the

case of external projects, may write the

business case

Project doc updates are inputs for project

docs from DMPE.Deliverables from DMPEare

inputs into PQC, and WPIfrom DMPEare

inputs into control processes, quality

assurance, M&C risks, admin procurements

The statement of work (SOW)is a narrative

description of products or services to be

delivered by the project. For internal projects,

the project initiator or sponsor provides the

statement of work based on business needs,

product, or service requirements. For external

projects, the statement of work can be

received from the customer as part of a bid

document, for example, request for proposal,

request for information, request for bid, or as

part of a contract

Performance reports from the Report

Performance process are inputs into MCPW

and Project document updates from MCPW

become inputs into Project Documents

Contract A contract is an input if the project is

being done for an external customer.

The PMP was an input into several processes

dealing with verify scope(s), control (scope,

schedule, cost), PQA, PQC, MSE along with

PMP update was an input into M&C risks,

procurements (plan, conduct,admin). These

processes become inputs into PICC. And PICC

project doc updates is an input into project

documents, and change requests status

updates from PICCbecome inputs into PQC

and Administer procurements.

Outputs from Planning ProcessesOutputs

from many of the planning processes


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SCOPE MANAGEMENT

Product Scope (158/103)

Project Scope (158/103)

Scope Management Plan

The Scope Management Process

Collect Requirements (Planning) (160/105)

Reviewing Historical RecordsInterviewing

Focus Groups

Facilitated Workshops

Brainstorming

Nominal Group Technique

Delphi Technique

Mind Maps

Affinity Diagrams

Questionnaires and Surveys

Observations

Prototypes

Group Decision-Making

Requirements Documentation

Balancing Stakeholders' Requirements

Resolving Competing Requirements

Requirements Management Plan

Requirements Traceability Matrix

Define Scope (Planning) (167/112)

Product Analysis

Project Scope Statement

Create Work Breakdown Structure (WBS) (Planning) (168/116)WBS Dictionary

Scope Baseline

Verify Scope (Monitoring and Controlling) (176/123)

Control Scope (Monitoring and Controlling) (178/125)


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TIME MANAGEMENT

Schedule Management Plan (192/130)

Define Activities (Planning) (193/133)

Milestones

Sequence Activities (Planning) (194/136)

Methods to Draw Network Diagrams

Precedence Diagramming Method (PDM) or Activity-on-Node (AON)Finish-to-start (FS)

Start-to-start (SS)

Finish-to-finish (FF)

Start-to-finish (SF)

Graphical Evaluation and Review Technique (GERT)

Types of Dependencies

Mandatory Dependency (Hard Logic)

Discretionary Dependency (Preferred, Preferential, or Soft Logic)

External Dependency

Leads and Lags

Things About Estimating to Know for the Exam

Estimate Activity Resources (Planning) (198/141)

Estimate Activity Durations (Planning) (200/146)

How is Estimating Done?

One-Point Estimating

Analogous Estimating (Top-down)

Parametric Estimating

1. Regression analysis (scatter diagram)

2. Learning curve

Heuristics

Three-Point Estimating (PERT analysis, Program Evaluation and Review Technique)Reserve Analysis

Develop Schedule (Planning) (207/152)

Schedule Network Analysis

* Critical path method

* Schedule compression

* What-if scenario analysis

* Resource leveling

* Critical chain method

Critical Path Method*

Critical Path Method

Near-Critical Path

Float (Slack)

Total Float (slack)

Free Float (slack)

Project float (slack)

Using the Critical Path Method

Schedule compression*

Fast Tracking

Crashing


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What-if scenario analysis*

Monte Carlo Analysis

Resource leveling*

Critical chain method*

Project Schedule

Milestone Charts

Bar Charts (also called Gantt Charts)Understanding the Benefits of Different Formats

Schedule Baseline

Control Schedule (Monitoring and Controlling) (228/160)

Reestimating


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Planned Value (PV)= As of Today,what is the estimatedvalue of the work plannedto be done?

Earned Value(EV) = As of Today,What is the estimatedvalue of the workactually accomplished?

Actual Cost (Total cost)(AC) = As of Today,what is the actualcost incurred for the workaccomplished?

Budget at Completion (the budget)(BAC)= How much did we BUDGETfor the TOTALproject effort?

EstimateatCompletion(EAC)= What do we currentlyexpectthe TOTALproject to cost (a forecast)?

EstimatetoComplete (ETC) = From this point on, how much MOREdo we expectit to cost to finishthe project

(a forecast)

VarianceatCompletion(VAC)= As of today,how much over or underbudget do we expect to be at the end of

the

project?


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Earned

Value

C-E-A

S-E-P

E-A-C

1. CV = EV - AC

2. ETC = EAC - AC

3. VAC = BAC - EAC

4. CPI = EV / AC

5.

TCPI = (BAC -EV)/

(BAC -AC)

6. EAC = AC + Bottom UP ETC

7. EAC = AC +(BAC -EV)

8.

EAC = AC + (BAC-EV) /

(CPI x SPI)

9. EAC = BAC/CPI

10. SV = EV - PV

11. SPI = EV / PV


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Cost Variance= Earned Value - Actual Cost

Estimate to Complete= Estimate at completion - Actual Cost

Variance at Completion= Budget at Completion -Estimate at Completion

Cost Performance Index= Earned Value / Actual Cost

To Complete Performance Index= (Budget at Completion - Earned Value)/(Budget atCompletion - Actual Cost)

Estimate at Completion= Actual Cost + Bottom up Estimate to Complete

Estimate at Completion= Actual Cost + (Budget at Completion - Earned Value)

Estimate at Completion= Actual Cost + (Budget at Completion - Earned Value) / (Cost

Performance Index x Schedule Performance Index)

Estimate at Completion= Budget at Completion / Cost Performance Index

Schedule Variance= Earned Value - Planned Value

Schedule Performance Index= Earned Value / Planned Value


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As of today, what is the difference in the estimated value of the work actually accomplished and the actual cost

of the work actually accomplished? NEGATIVE is over budget; POSITIVE is under budget.

As of today, what is the difference in the currently expected cost of the total project and the actual cost of work

accomplished? How much MORE do we expect the project to cost to finish?

As of today, what is the difference in the Budget for the total project and the currently expected cost of the

total project?How much over and under budget will we be at the end of the project?

We are getting an estimated value of actual work accomplished out of this amount of actual cost for work

accomplished. Funds are or are not being used efficiently. CPI>1 good CPI


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H