Pv aay emo cla PMP’ EXAM cg ane Te er aN FOUNDATIONAL ae Project: temporary group of related tasks underakon locete ane ro, sere, oes, ronngouo Project Life yee: a run of pelt Program: you ot ated re haces seid by a organatar’s project pid anf epntone ' enact © Imago! maiadooay fooled eterna ee a a Sense tanamet sc recs cy meetin proces at Portole:an veins stops to manage a poe! ntromeximert oR and eM FEO canine neg a cope Project Management: using shi, ong, and tne, and cos aerated on cant ‘esuresta sats projet equremets post ae Process of 47 pacapes ot ruts, » [eas] —__y |g eon tons anodpisedlopodie te [aaa {ema angle se dgram') tui or te prt se dag Vv fa 7 | Phas: groups of poet activites separated by ext ates to ‘vate pasa dtveraes PROJECT ROLES Project Manager: tho prsn tay pense be rect auido spend budget an ssi resoesio eae projec goals Project Coordinator lo weaker than a project manana: may ask proj esos tno aus sped ns Project Expedia weaker han a poet coor reps on pet progress wiht are assign estas spend nts Tn Functional: team mombers work fora depetment may be alt imes te ora PM poner Projectizec Pt is manage of rjc and resources; has ca Matric. Cantiraton wth unto managers a projet ma foe power in tong Matrix, equal in Balanced Matix and lessn Weak Matix Paasche WANs Project Sponsor responsi or undng te rect ply senor manager; may may nk ete customer Senioe Management al igh xgrzaton tan the pot marge pile plac, ur PM ree pian conics and ses Stakeholder: a person org ving nines, weer tv oregano rest he rot ened 1a projet Quick REFERENCE GUIDE Baseline (BL: the origina plan pus al approved ‘hangestszop, sched, cost) System: a sot of formal management procedures; ues, cases, oop, ee. that sopprtan outcome Historical formation: ntormatin fom provus proeets ‘sod valuta utr project dckion Lessons Leamed: documentos variances storia! information used io ead variances infu projects Prograssie Elaboration an teat approach ‘where planing occursin eyes rahe an only | vptron PM Skis: Leading Communicating, Negotiating, | ton ec. oti. and bring Proactive. Functional Manager a eparent manager win “os ot resores ass human resource manager Fesprabites or anos Project fice: supoting or catling depart egarcing bd os, sands bes pacts, and ats Program Manager: eons fr rans, cotng al ltd prj achiow aceon otal Functional! | Werte || Ptaenr’ | | Haare | Proletzed anager; PM has Fantom oer oc Process groups are not project phases. Process groups are not linear; they are iterative. Process namos follow ver-noun structure (2g, Define Scope), KNOWLEDGE AREAS (10). procesas) lotograion Managment (7) ‘Scope Management (SCO) Time Management) Cost Managment (COS) ‘Quality Management (QUA) Human Resource Management (UM) ‘Communications Management (COM) lk Managemen ) Procrement Management RO) Stakeholder Management (ST) COMMON INPUTS, TOOLS, AND OUTPUTS Inputs: organizational Process Assos (OPAS), Enterprise Environmental Factors (EFS), Project Management Pan (Pat Pa), Fisk Register, Work Performance, Work Tools: Expert Judgment, Meetings, Analytical Techniques, Faciattion Techniques, Project Management information System(PMls) 47 PROCESSES: ‘PROCESS GROUPS (5): (# processes) lL | wea) {nitiating 2 ot ee reg 4 2 7 ‘Executing (EX) 8 ST] ) onting and contoting cy " eo ann 6 2 ‘a + ‘a The = : aay Performance Reports ‘Outputs: change Requests, Updates (PM Plan, Project Docs, and OPAS), Work Peformance informationM=eG WON Ws) " PL & ou Develop Dect ooone LI Proc ‘Manage ie 3 ‘Close Project Charter Meegenent (>| ie Nonitor& Perform lied - Control Integrated Projecto || change Cant KEY: it Pan Projet statement | project uae ork Pet nto Hil) Puan Inputs ation Chips tromoter | RMP Appa ss cost | ork Reports eee poe fpr Charo Rens | Sede arcasts Cos | Crna Reqs | #etfed Dahrables Export udgment [eapertsuogmen | Bet Sodoment Expert Juament Expert ¥odpment | Expertdarent Tools ore learn | Meetings Meetings Meats Meetings fro Mantin system Po) Manto sytem [Change Cont Tos _| Anata Texts 7 Datuerates exeagRequns | ARpr Change Ros co Pe eres ‘Work Pert Data Plan & Doc Updates Change Log we Notes about INTEGRATION MANAGEMENTMENT Businass Case: Mart doman, business ‘ood, customer equeren, technology advance egal requirement, ecological impact, ‘socal need Project Soloction Mothods: {Giggor Is Better Benett-cost ato, economic value a et Operating Prot Aer Tax - Cost of Cpa, nema rat of eu, resent vale, (FV=PM1 471, nt present va, rot on lnvestment, tum on invested capital Net ‘ncomo Alor Tax- nestg Capita (Smaller Is ‘Batter oportuny cost, payback pero. Project Charter Names & authorizes PM to expend resources io achieve project ‘objectives (nay ince high evel requirements, mlestones, and budget) RIAs PM Plan Forma, pproved document dtcing aw project managed recuda contd (AB components, se tetra) ‘Work Authorization System: Part of te overall PMS; ensures that projet work gets done at tho ight time and inthe ih sequence; may bea normal san ema or as formal as @ system to asin and lo jo work ders, Change Requests: Approved oc rjctd in Perfom ntepated Change Con, PM shows influence factors that cause change: PM shad ‘asses impact of changes o jel and make ‘ecg. ‘lose Project or Phaso: Tis isthe lst process {be completed in each paseo inthe poet, ‘cop lessons lames archive project ‘documents, celal sucess, and release ‘ofct tea, ;Management an _| Pian Conmunicatons Management Pian isk Management Pan Procurement Mangamet an SakotoKier Management - 1 rinse cote eer a re cont cr ‘Management [—} Requirements >| Validate Scope >| aad Popeater Projet Charter Feurmensoo: | agement Doe Inputs |e nese an | Spent ran | Rae! SoReSHEM | errs ce Ma | PBN Sudehat Rogar "| Remioment Doc. | Fes * | vlad ostertes | Woke Data Factald Ness | Fact Worcs etree ies) = Tools ena ace eae | ame owe aa Gpbec-akngTects | VarlaneAraves ‘Scope | ‘Requirements Doc. tn : fexsiesoeiwetos | Nanretbo ‘Outputs fore Aarons oj Scpa Statement| Scope Bane Gorge Rogan ‘hunge auests NOTES ABOUT ‘Project Scope Statement: Document stating the project SCOPE MANAGEMENT eal recone reams, | Work Breakdown Stuur (WBS) sami. Nona gap cra r Decenptno tg eo pstrt ani cer cee Heres one re dacs rey oa is o sas bong ice Teen nas WBS (Work Breakdown An hierarchic! decomposition r . Ingng se berg pens ao smcte NBS Uti Sac nhc oe w] De] fo nd group Nominal Group Technique Branstormed das ar voted upon drank by pay Group Decision-making Techniques: Unanimiy, onsenss, laity, an iclalrsip xp 013 lea hs asset andtackny tote has awa nb, cot & ie) and assona se agra at ig), g pillar aa on mo, and poet scope lament pis al apie changes ree vest ee nodes, deconptsed ow euchS| a me PL x >| Hh sequen L+} Beveon Cont! sete || 2st =| ae fire SSroe seine re. —_(iiament | | OS Resources ations sae agent Pan sana setae scegtionamet | est ane Terstierin | fehotran | Savio | fee claps rin Inputs | jet ute Fewayus at, |scoay us at. |Seyestmen Acer Ragienns | Pete Scpesecipe” |tesbetst |Resucacamnars|ptacrntes [Ress area ecg Sntanon [Act Cotetnaes |e esor—| Ae Duests Pret Sapna eee, leew gem ros [pemacino |reamncs |SSettiems [nite |ialeg "Inset Pec ‘Meetings Roling Wave Panning | Depend ays | Published Data ‘s-Pont estimates | Leads & Lage Leads & Logs Blags Botlom-Up Est. [Reser nail | Schedule Compression | seta Compression : Setusig Serna |e = ropetsetts0 kr et [aotyntoues —|rewokdagans se. oucstntes | Soh este Sdedtacrts Outputs | Manager cots ea = Res. Breakin Struct Project Calendars Change Requests Notes aout Estat, apo zat tp clue Fat ean ole ease cy csbe hate karan tom sar peso coe wild cana heey ert) seen TIME MANAGE! cat efot ousin, “zum omeopens) nn Pojet Network Diagram: agra oft sched aces inthe ern ‘heh ey must be periormed; maybe ‘AON or AD (se gram 4) And th arrows are cependences also Called AON (Actviy-On-Node) ‘AOA (Actvy-On-Arow): ewok gram here ates ‘represen by te aos connecting nodes th nods aro Prins n time; AOA ray oar “dummy ates" which ‘ar actualy dependencies, shown as dashed arows with O ‘dation tis method alo calla raw Diagram Maho. “Types of Dependencies: Mandar (had og), Discretionary (oreterred or ston), and External beyond or outside of project conta Logical Relationships: dependencies bet whore one activity must be started or rshed btore nother activity can bo started or nshad; 4 types: Finish {o-Star, Finsh-o-Fnish,Stort-to-Finish, Start-o-Start (@o,, FS: Task A must ish bore Task B can start) ‘Lead: starting an actly proto teih o prececing atiy ‘Lag: dotayng tha sar of an acy tier to fish of ‘apeceding acy en two activities rea Estimating Botlon-ap: ‘esiatg eto, draton, ‘orcas at owet ves of WBS and aggregating up ‘osimmary WBS node, Estimating, Parametic: eximatg fr, craton, ots using past performance Ifo, best on scl or Ina companenis unt be 0: cost x numberof unis. ‘resources ar requester tae In ay, era 16 resurces cold lar 4 acresin dy Estimating, Three-Point: eights average ff, rt or cost (ao cabed PERT este), Fon: Pessimistic +4 Relic + Opiiste 6; sind ‘kvlaton of tis probablsi estimate calculates (Pessmshc- pts): 6.(Asiastica short) Notwork Pat: a sores of schodul acts having alton ‘hip that cares hough rom the project's tart to ts Ciel Patt: tpt of stele ates were he ay ‘ofany ane acy wld delay he project rhe patho highest rik Float (tack he amount of ime a sohedule actly cul be otyed without laying tho pojct ish 6 diagram 8) — Duration Gi Nogatv Float to staton oa sched city's early Nahe edgar a eu ects S65 eae (Cty schedule nays todetorino the rica path, oval schedule, and each acy oat (tcl Chan Matod (COM): aggresive schedule management based on mananing schedule bute and eopngrescrcs fly apple (ey Gla) Schad Compression: Casting adéngresnurces 8 cost) or Fast Tracing dependences and increasing rs 0 ‘Shoe he veal shed, Resource Optimization Techniques: Smoothing o eveling = Adjusting resources to the evel ol esotces ava; balancing oa, ‘Modeling Techniques: Mone Cao ana}yenulatin- ‘amu re rumbersof possi crafts sted ‘ilestone Schedule: gh tel schedule showing ony Sonica schedule pos. anit Charo chara soto using hz bars 0 ‘epresant aces; hob rath represents acy craton acoment presets start and tnish dates. ‘Schedule Baseline: forma version otha projec schculthat {spaced under con the schedule basen component of ‘he poet plan. smn ness) i act EARNED VALUE FORMULAS i Fa TodRAT Campin [og Pan Ot tsimae Ly | eterna ee. Plane! Ve CWS) | ned Copia AC Key: Manage Cost Bua aes Yas @oHF) [Ae ¥ Campo BNC i lot SH) Sum feels scope aasinn That Pan Scop Bassin se, ea ice I-A Inputs (BNE [Poet sche [encase IPF Stud ance -F kre Fasments | WorkPert ala Sead Pernoneeider | VP - —, CL Peiomacn er [+A Pomvatonene’ [Cost Aomrenaton[iragee Frecatg Estimate A Compton ottom-Up Estimate | Reserve Anais rpige Pertrmercox Estate To Completion Toots [Beatie | rccteinnte |S ee i or free |fomree etme oeeers secemal Rosie c sa a | Manepenent Sota Nene Acsis —_|Feereliton ase eas Vasant Dre nn prod a ect apt abe, a postive god negate |Cost Baseline Work Performance io Performance index: Rati of planned to actual target value Is 1 outputs [QstMimonEcutconcsimte [scuetanna [eatrowese Saar eee ie nee eae Reqirenen's” | Crange Regus Frac: ECE, rd VAC ae leat aes PEt!enone Ue-cyl Costing akng ttl cot ‘fone a prcasereaton) thrush operations to dpa Value Enlnering: geting be mos poet vale cost, quality shad, dena witout sarong Seope (Cost Aggregation: ting up actly tosis acnuing perish WS aos wae te wba manaped Cost Baseline: wit coss wile ncured Ine rls te Scarves the ciultie sum ofthe butgete casts verte poet Ie; cos start soy, accleale, ten ‘ape foming an Spt QUALITY MANAGEMENT (QUA) Quality: the degre to which ast of innerent charactors full requirements x Forng Umit Reason: adusing To-Complt-erommecrndex. | NOTES ABOUT preted uneanes tpn icy ogre ome woe | COST MANAGEMENT. Kraay onetanen: pea tran asst gaa non tors eauenois is fon becat iss tay oes ba TOME gene Devin yep ve tonics tats money | ypeot estate| tpl Range ‘Stem nox AGE aoe _| mds: ton nest Dene fang ss neagy manent | [OrbreTNON “| 2D, » hoy ‘pioagantinana colt ten oth pragoninane ea: CMatecnt rage! ash gt Wels || ao geatsamurasicasia \etertinwcnies BC | Teese tqvrreagyGmeanecre +8) cae cee ta rane Anis Nessa ne ae Oe untinissgea Seer astra || Prine | axpt0.208 Rotate rp cade Sta cs aoe 00 | lose PL SES {planed cng in month 6) ba og Eleleney. cn ptomsce if Wirking Elen: SP schedule som conta 10% 0 +15% pero nec ay ie pay ove anor QUALITY MANAGEMENT PL we PreenonOvernspecton cit Sanaa Dovianss ane Fara tenn ey at ot Gey ot a ran ‘a Cont itt nee opeet nero” cat of ually (00 gan ong Pian |»! Quality thon aaa omy Paes feat Weeki. Management process rou pronucr 0a Inorgnzatonresonsbe or cally Sawant pes sn eaeelo, KEY: Xan (etaosnaranen abe xan ees Run Ca op asa Papin amy ereomentron SM distin): oearsro Ser be age che oss | Process in wstyCneiits | ny pes Staal sang: nie Saeeitries says ox. 150 occa Ht Signy octets sane cate I eee rae rence eae ees er cx et ah Beakebmedspeicsors oyun: ping ets cst Oty Thee sign: 270 ata per mion, compas ne won Toes quyeos | yMerosmest | pase cuyTons | 3734 ment tans Pat char eta cases ean Tools | aortrig StatsalSanpi | Ove Sime 317500 fee fag rt pens or ty fas pevmivansikrmectape:s, fon barn cae DesignotEaperinens | recess Anahls poe ‘Mutually Exclusive: one tn ‘Scatter Diagram: pot of aa points Sats Sangin rove sce or phes Sara Src ep pee i Ph os Stull indpondees2watones Sta aan etromce = Sates Stina raat She tl asian Proentystte: eo ap cuts [FREE ouparegess |u| Setanta ti dan ey Cec Changefomess | olor frowaure amar ia PET sa jeu [aoa east i | ‘Guay Harapenent & Control To Any Dugas, Pras Ocn Paya art, erat Dea, Tes Oana a Prioritization Matrices, Activity Network Diagrams, Matrix Diagrams PUGS esa UEA NCL Ea LN GOLD) PL & x % MOTIVATIONAL THEORIES Pay) | tows Fa vanage | a ara ate a be Men fece at nee es on Resource >| Project roject sal ect ‘category does nat motivate unless the lower level saageent ‘an ean on fev os tad et wey: ears ela pene: on Saye csharutnte austen tnpts _|itrtonaer rintonsee [Suteazmans Yam attoner | ale ad feos” |Somyeahn—ncatouss | Sel © a teen inarparona Ss tele pei canfe vxodtonan 7 Observation & Conversation Sti Bsipions|tepuate” — Maentuwaeg Actes |RRrhmca | Fler Contngnry. trees ol xa Tools en i. f fos'moy [reese eaictNmpren | ene stn Honors [tutors | ete Ter of Mee wor mab a Recognition & Rewar onceet akc cea sega ood f SM cc ae frthamernen pws akon Outputs [Management Pian | Resource Calendars | T*an Pet i Pe {xpoctany: the rea bert expeciaton fe eaRM eanseunes Muon Constuebve | Dest Fomnsof Power) Methods of gn ot prabyaetlicer tli er a a) ‘Team oles. Foe ell Conflict esoltion | Project Confict was pos mh ntatos Jers ‘ Frovemsahiog” | Schedles tor: ck cli yan Wematonsedters | Secers renal Cotstestee”” | Prone FAC Chat specticypectRAcasccnan ——Iomaton Ges | Wibrones feloet Core Resources ‘hesrsbe, Wacpanate Casa, rf Exaogas Recon sees | Panshnert wot | Faery ti poate wake Chien Tpetumves | vane Soin Sia Management Pa: connsin ences Gonos | Sage | What imrontoward nex tear wie seo, Sumas leat Vata oes Ineneg Efe tres ating ‘Most etecie meats COMMUNICATIONS MANAGEMENT (COM) i x Nc = of Cmmunkatlon Canal: 12 Outs conten Ll comedians | rmination States reac, at al KEY: a Contract-related Communications: formal & waite Feedback: wit neta cs tom soe : a amnion PAOLCORNINEUINTINNN| Uassosncye crvetratn ote necoye Inputs Shecerrogeer) |More Aeaetal Communica bt. —_ fest cl ese ha ots nest ‘Communication Requirement | cynymunication Models face t-face communications naweta Tools Aaa aon Models | Cotmuncaton Mevods | HOTTA, eas Paring vos but aera one of ie, ommoicatonMetods —_|Pebmanc parton aes . ~ Communications Work Pert Info. Outputs | ammunition ee oe NOTES aBouT COMMUNICATIONS MANAGEMENT 1. Aveffetve project manager spends 90% of tine cormunicting, the mast portant PM skit 2. Bp prctve and thorough always dstbuting accurate information in a timely manne ote rght austenco 3. Communications Management Plan contains the following: Who sonds and rocaives, Wha is sent, How ts en, How often ts updated, and a Glossary of terms RISK MANAGEMENT (RIS) PL PL mL a a Ne Perform Pertorm Pan isk Wenity Pla isk onto! |} atte ‘uantatve |>} |i Wanagenent oo Risk Analysis Risk Analysis Retpontes Ce KEY: { ak War Pan tn eee project rarer {Scope Seseig ‘isk Mamta isk MomtPan | Maman | este - takehalder Reg. | Act. Cost Estimates: Risk Register Risk Register [Risk Register [Work Perf Data he br states Nook et eps Sites foros sks eas eo canerng Teens |RkProstity | loats cane [Stats or ato [ik easement Checaistanays [EMREtASSsmert |pereseratomcts Ake peut) |RscAuits Tools Janata Tests [Olagramming Techs [OPEIMMRCT MEN Juana isk [Comlngentresponse_ variance & Trond sworanaysis—|RaeCataneton ays Modeng |stees nai Expert Judgment Assess ects JRisks(Opportunities) |Reserve Analysis cominget spose _ sree jet becomes Outputs isk Mgmt Ptan [Rsk Register rojeet Documents projet Documents Documents | ffs = : a a Uiaovones tee ene TES ABUT rny Threat Risk EMENT ‘Satanies sttalos ike Unortint Piso | ~) Expected 10 sie rae * ‘Gan be good or bad; Prati Lt | frit ry » Post god tts Doo | sestca | soso SSB ee Ie ‘are opportunites; i I Rater DOO [enhance iste moiweas Bo; __|__ Wane 1 a) 205 xsi = 00 aa ala ace: Ay or Pssey AO = 20 x 15 $50 = 57250AV(<)(eve) incre 6 nares TMM ees Lees Sac nta 8 at insitavelociteach.com i eo Plan Ta PROCUREMENT MANAGEMENT wr cad Gora coe KEY: ‘Management Procurements Procurements Procurements: [EC a — PennNet oy fim Fed Pee sar | aqromtsoanen |Peaeetooret | nema | yy RSE ces etme te touts | elyeenaiat ee Sia a, fearsome |Sachemeg (Arena [Pactemet| | Toe es ieee eetrmeme [eaten Sahat Procurement SOW cae | Cost Pus Fixed Fee [Buyer Bidder Conorences Earepscuane Procurement Audits Cost Plus Incentive Fee ‘Shared Proposal Evaluation Techs oe Time & Materials juyer . ee 7 or ‘Advertising Performance Reporting | Records Management Point of Total Assumption: the cost point at which the soter = Procurement Negotiations Glalms Administration assumes 100% of the risk of additional cost increases Se ee a PIA = Target Cost + (Cling Price - Target Price = Buyer's Shae) Outputs — | Poorenent oc. Aaeenents ProciremeniDoes. | CosedProcurenents | ice = Cost + Fe ar Prot) Saar lea UNSW ea LL) MOTE COUT w PL 2s MC ‘STAKEHOLDER MANAGEMENT is ee] i : altatty,, Lo| salen Lo sti 4 Basha | “Yogctneue aoe, > Boe eae KEY: ‘Stakeholder: ss ay foes voputs [pagan |sumor sean [RAE nino eee = hange Log (2) Anyone who creates or causes Interpersonal Skills | information |aneed, is affected by the need, or Tools _|stakeoWlerAnasis [expert Judgment | Management shits |Manajementsytems | woddbo aflets by he soon ao | Info Management System: Outputs [steer Renner |EKt ay | Ege ests [mgnnaess | lisesi sean etre During the Exam ae Nery | nies rere ee eee PERT and standard ton comm carn, ard PTA {oN on scratch pape ung pre-exam ual me. 2 Find te tsing contr th revs daytona anwety on exam day. Pano arv 3 minutos cary. {Donets up lao and ram thong eos to ox; gota ltrs. 4 Prepare sack to bring you need eat something {ox energy dring an exam break. 5. Engr th namo on your donation (forms, 1 government isund with pot) mats tho ‘aoc your PMP applica, Uso opus & nus o hp soquece processes cont, Chat bess bypass a preess. Don Take The Easy Way Out (hse te anger tt oes et ce strong rocss sips Oo be work! ‘ActDtety And Say What You Mean: 8 race & tne ase deen an cert formatin, dol pas nha resus os PM Know The Project Roles And Org Types: ‘he PAI should ays aka the deen ot deeple deena, Don't get stuck ia qutn wi tak eva mints o answer te evew and cae back Rar ern tof xa tr. Formula sheet -Mter enn th vam orl se amin tne ele ear fla create aera she nt serach paper. 112 Townpark Drive, NW, Suite 150 Come cnet ae Jiu TEI ‘Manage your review (1D yourea te quston cone (2) oes he answer ale he qusins ge? 3 Check your mah. Manage !youbainta fe anus sp taka dry beat hi t {or 6 secs an eles it oy 0; ake a wick break Road al four answors and choose th BEST ne Toy may be got ener one se BEST ener een Hitt a PERPECT ane ead the endo the question fist: maybe a go quson ty rar beter Compaerslon 35th ul question, ‘Uso yourintnts ooiinato wrong answors: Thora be tay oa careless mar ces Investigates Wn fing decison, FAST fe ou eet ass, ‘asa, eel undersea bor deionn