Study cards for PMP Exam
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| 6 Processes in Project Time Management | Define Activities, Sequence activities, Estimate Activity Resource, Estimate Activity Duration, Develop Schedule, Control Cost
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| Scheduling Methodology definition | defines the rules and approaches for scheduling processes
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| 2 common scheduling methodologies. | CPM (Critical Path Methodology) & Critical Chain
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| What plan documents the project time management processes and their associated tools and techniques | schedule management plan
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| Schedule Management plan is a subsidary of or contained in what plan? | Project Management Plan
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| 3 Inputs to Define Activities Process | Scope Baseline, EEF, OPA
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| 3 outputs of Define Activities Process | Activity List, Activity Attributes, Milestone List
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| 5 Inputs to Sequence Activities Process | Activity List, Activity Attributes, Milestone List, Project Scope Statement, OPA
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| 2 Outputs from Sequence Activities? | Project Schedule Network Diagrams, Project Document Updates
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| 5 Inputs to Estimate Activity Resources? | Activity List, Activity Attributes, Resource Calendars, EEF,OPA
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| 3 Outputs of Estimate Activity Resources? | Activity resource requirements, Resource Breakdown Structure, Project Document Updates
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| 7 Inputs to Estimate Activity Durations | Activity List, Activity Attributes, Activity Resource Requirements, Resource Calendars, Project Scope Statement, EEF, OPA
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| 2 outputs of Estimate Activity Durations | Activity Duration Estimates, Project Docuiment Updates
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| 9 Inputs to Develop Schedule? | Activity List, Activity Attributes, Project Schedule Network Diagrams, Activity Resource Requirements, Resource calendars, Activity Duration Estimates,Project Scope Statement, EEF, OPA
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| 4 Outputs of Develop Schedule | Project Schedule, Schedule baseline, Schedule Data, Project Document Updates
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| 4 Inputs to Control Schedule | Project Management Plan, Project Schedule, Work performance information, OPA
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| 5 Outputs of Control Schedule | Work Performance Measurements, OPA updates, Change Requests, Project Management Plan Updates, Project Document Updates
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| Tools and Techniques used in Define Activities | -Decomposition -Rolling Wave Planning -Template -Expert Judgement
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| Tools & Techniques used in Sequence Activities | -Precedence Diagramming method (PDM)
-Dependency Dettermination
-Applying leads and lags
-Schedule network templates
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| Tools and Techniques used in Estimate Activity Resource | -Expert Judgement
-Alternatives Analysis
-Published Estimating Data
-Bottom up estimating
-Project Management Software
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| Tools and Techniques used in Estimate Activity Durations | -Expert Judgement
-Analagous Estimating
-Parametric Estimating
-Three Point Estimates
-Reserve analysis
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| Tools & Techniques used in Develop Schedule | -Schedule network Analysis
-Critical path method
-Critical chain method
-Resource leveling
-What if scenarion analysis
-Applying leads anfd lags
-Schedule compression
-Scheduling tool
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| Tools & Techniques in Control Schedule | -performance reviews
-variance analysis
-project management software
-resource leveling
-what if scenarion analysis
-adjusting leads and lags
-schedule compression
-scheduling tool
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| What is PDM? | Precedence Diagramming Method
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| What is a common technique of PDM? | Activity on Node (AON)
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| Three dependencies (types of logic) with AON | Mandatory - Hard logic
Discretionary - Soft logic
External - Depends on input from outside the project activities
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| Four relationship Types | -SS
-FS
-SS
-SF
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| Define Lag | modification of a logical relationship that directs a delay in the successor activity
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| define Lead | modification in a logical relationship that allows an acceleration of the successor activity
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| 6 Estimate Activity Durations Methods | -One Time
-Three Point
-Monte Carlo
-Analogous Estimating (Top-Down)
-Bottom up
-Parametric
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| Rolling Wave Planning | More detail to near term deliverables while future at a more general level
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| 3 Schedule Formats? | -Bar Chart
-Milestone chart
-Network Diagram with Dates
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| Wait inserted between tasks | Lag
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| Amount of time a task can be delayed without delaying project | Float or slack
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| Which Scheduling term considers resource limitations and adjusts the schedule to work within those functions | Critical Chain Methods
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| 2 Schedule compression techniques | -Crashing
-Fast tracking
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| 3 Processes in Project Cost Management | -Estimate Costs
-Determine Budget
-Control Costs
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| 6 Inputs to Estimate Costs | -Scope Baseline
-Project Schedule
-Human Resources Plan
-Risk Register
-EEF
-OPA
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| 9 Tools and Techniques of Estimating costs | -Expert Judgement
-Analogous estimating
-Parametric estimating
-Bottom up estimating
-Three point estimates
-Reserve analysis
-Cost of quality
- Project Management Estimating software
-Vendor bid analysis
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| 3 outputs of Estimate Costs | -Activity Cost Estimates
-Basis of Estimates
-Project Documetn Updates
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| 7 Inputs to Determine Budget | -Activity Cost Estimates
-Basis of estimates
-Scioe Baseline
=Project Baseline
-Resource Calendars
-Contacts
-OPA
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| 5 Tools and Techniques of Determine Budget | -Cost Aggregation
-Reserve analysis
-Expert Judgement
-Historical relationships
-Funding Limit reconciliation
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| 3 outputs of determine budget | -Cost performance Baseine
-Project funding requirements
-projet document updates
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| 4 Inputs to Control costs | -Project Management Plan -Project funding Requirements -Work performance information -OPA
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| 6 Tools and techniques to Control Costs | -Earned value management -Forecasting -To-Complete Performance Indes (TCPI) -Performance reviews -Variance analysis -Project management software
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| 6 outputs of Control costs(Exapmle of each as well) | -Work performance measurements(CV,SV,CPI,SPI for WBS components) -Budget Forecasts(Calculated EAC value or Bottom Up Estimation )-OPA Updates(Variance cause, documented lessons) -Change requests -Project management plan updates -Project document updates
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| What process enables PM to know if they should include funds above estimate to reduce risk of overruns & what are these funds called | Reserve analysis, Contingency reserves
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| What happens to Contingency as project/Activity progresses? | Decreases
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| What are three elements of Scope Baseline | -Scope Statement -WBS -WBS Dictionary
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| 6 Elements of Scope Statement | -Product Description -acceptance criteria -key deliverables -project boundaries -assumptions -constraints about project
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| Define Basis of estimates | Basis of estimate is basically a definition of how the estimates were derived.
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| Define Cost Aggergation | Aggregate cost estimates for work packages in WBS
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| Reserve analysis can establish what? | Contingency reserves & Management reserves
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| Define Management reserves | budgets reserved for unplanned changes to project scope and cost
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| What is funding limit reconciliation? | determining if the variance between funding limits and planned expenditures warrents rescheduling
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| What is the authorized time-phased BAC? | CPB - Cost performance baseline
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| Shape of CPB? | S-Curve
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| Define EVM | Earned Value Management - Method of performance measurement that integrates project scope, cost and schedule measurements to help the project management team asses and measure project performance
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| Three deminsions of EVM | -Planned Value -Earned Value -Actual Cost
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| Define PV | Planned Value - authorized budget assigned to the work to be accomplished
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| Total project PV (Two terms) | PMB - Performance measurement baseline BAC - Budget at completion
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| Define EV | Earned Value - value of workperformed expressed in terms of the approved budget assigned to the work activity or WBS component.
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| Define AC | Actual Cost- total cost actually incurred and recorded on accomplishing work performed for an activity
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| Define SV & Give formula | Schedule Variance - measure of schedule performance on a project
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| When does SV always = 0 | When project is completed
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| Define CV & Give formula | Cost Variance - Measure of cost performance of project. EV-AC
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| Define SPI and give formula | Schedule Performance Index - Measure of progress achieved compared to progress planned -SPI=EV/PV
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| Define CPI and give formula. | Cost performance Index - Measure of the value of the work completed to the actual cost or progress made -CPI=EV/AC
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| What is the most important EVM metric | CPI
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| What does the CPI represent in relation to 1 | CPI <1 = cost overrun CPI>1 = cost underrun
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| What does PM do when BAC is no longer viable | Develop forecasted EAC
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| What is EAC based on? | Actual cost of work performed plus and ETC (Estimate to Complete) -EAC=ETC(Bottom up) +AC
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| EAC forecast for ETC work performed at the budgeted rate - formula and when used | EAC = AC + BAC - EV (Only use when assuming improved project performance determined by risk analysis)
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| EAC forecast for ETC work performed at present CPI - formula and when used | EAC=BAC/Cumulative CPI -(when assuming consistent performance
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| EAC forecasts for ETC work considering both SPI and CPI- formula and when used | AC+[(BAC-EV)/Cumulative CPI * Cumulative CPI] (Used when negative cost performance and requirement to meett firm requirement)
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| TCPI - Formula and definition | BAC:(BAC-EV)/(BAC-AC)
EAC: (BAC-EV)/(EAC-AC)
- Projection of cost performance that must be achieved on remaining work to meet a specific management goal
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| 3 types of analysis for performance reviews under EVM | earned value performance
trend analysis
Variance analysis
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| In variance analysis, what are CV and CPI used to asses? | Magnitude of variation to the cost baseline
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| 3 Processes in Quality Management | -Plan Quality -Perform Quality Assurance -Perform Quality Control
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| What is involved in Performing Quailty Assurance | Auditing quality requirements and the results from Quality control measurements
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| Quality Vs Grade | Defect Rate Vs Feature list
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| 7 Inputs to Plan Quality | -Scope Baseline -Stakeholder Register -Cost Performance Baseline -Schedule Baseline -Risk Register -EEF -OPA
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| 9 Tools and Techniques to Plan Quality | -Cost benefit analysis -Cost of quality -Control Charts -Benchmarking -Design of experiments -Statistical Sampling -Flowcharting -Proprietary quality management methodologies -Additional Quality planning tools
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| 5 outputs of planning quality | -Quality management plan -quality metrics -quality checklists -Process improvement plan -project document updates
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| 4 Inputs to Perform Quality Assurance | -Project management plan -Quality Metrics -Work performance information -quality control measurements
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| 3 tools and techniques to perform quality assurance | -paln quality and perfiorm QC tools and techniques -Quality audits -Process analysis
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| 4 outputs of perform quality assurance | -OPA Updates -Change requests -Project management plan update -Project documents
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| 7 Inputs to Perform Quality Control | -Project management Plan -Quality Metrics -Quality Checklist -ork percormance measurements -Approved Change requests -Deliverables -OPA
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| 10 tools and techniques to Perform QC | -Cuase and effect diagram -Control charts - Flowcharting -Histogram -Pareto Chart -Run Chart -Scatter Diagram -Statistical sampling -Inspection -Apprioved Change Request review
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| 7 outputs to Perform QC | QC Measurements -Validated Changes -Validated deliverables -OPA Updates -Change REquests -PMP Updates -Project document updates
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| 2 divisions of COQ | -Cost of conformance -cost of nonconformance
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| Who bears responsibility of quality | entire organization
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| define quality in relation to requirements | degree to which a set of inherent characteristics xatisfies requirements
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| Acuracy vs precision | Accuracy = hitting target, precision= consistency
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| define plan quality and when is it performed? | process of identifying quality requirements and documenting how project will maintain compliance. Throughout project
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| List and define 3 types of qulity costs | -Prevention - upfront costs to design quality
-Appraisal - Costs associated with evaluating whether the programs or processes meet the requirements
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| 3 elements of a HR Plan | -Roles and Resp
-Staffing Mgt Plan
-Org charts
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| who is responsible for managing triple constraints | Senior mgt
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| 3 types of responsibility chart | -RAM - Shows who does what, but not when
-Resource histogram/Staffing mgt plan - Resource allocated/time period
-Gantt Chart - Shows when staff is allocated to task
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| RAM uses What to assign responsibilities | RACI
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| Common format of staffing management plan | histogram
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| Schedule variance (Formula) | SV=EV-PV
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| Cost Variance(Formula) | CV=EV-AC
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| Cost Performance Index (Formula) | CPI=EV/AC
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| Schedule Performance Index | SPI=EV/PV
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| EAC Formula | AC+Estimate to complete
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| EAC if past variances are expected to be atypical | EAC=AC+BAC-EV
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| EAC if past variances are expected to be typical | EAC=BAC/Cumulative CPI
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| To calculate the budget that will be required to increase the amount of resources to a level that will allow the work to be completed in the remaining time: | EAC = AC + [(BAC - EV) / (cumulative CPI x cumulative SPI)]
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| To-complete performance index (TCPI) When using the BAC | TCPI = (BAC - EV) / (BAC - AC)
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| To-complete performance index (TCPI) When using the EAC | TCPI = (BAC - EV) / (EAC - AC)
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| Conduct that results in physical harm or creates intense feelings of fear, humiliation, manipulation, or exploitation in another person is defined as harassment by the PMI code. | False
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| PMI Definition of harassment |
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