P

<~

'i">,t, C,g"'-lr A,;,[",(i;;g~. auon ,.1)l..hittf;~J.iIa."":iI.!dt. 'en .g.-'ii"'~il"'"""d'1i"'" 1"1'0.- _.<fO, "!;0,;-;,"'41.ro ,1}.1. ~jil,.;:,l!.o\\.

'"

~~.
.k-

t,(f.

ro. ~"<). ~,\if~

~..

'~.8~.r"

r 1\<Ql

J.av><~i!.t"""(',l..", fimliC-i}~

These inputs, outputs, and processes are all scrambled up on the fridge. Can you reconstruct them so that the processes go under the correct prOCeSS groups, and the inputs, outputs, and tools go in the right categories)

Planning

Monitoring and Controlling

Closing

INPUTS!

OUTPUTS

Toots

'I'ake SOY,{le tune to sit back and J70ur right. brarn sornethmg to do. It's your standard all of the solution words are from this CC1ELJPlJ1SP.

_______

problems that have action,

7. A in a deliverable that shows thatit does do what you meant for it to do,

s. The

Project Mc!l1a0811'lsni Plan is a collection of

10, When you watch what's in your project to look for actions you are in the and Control Project INork process, information is animportant o process asset tlla! comes from dO'CUmE?niinQlessons learned.

';';~8r~~;miiP

1, I/V'hen you ask someone who has experience to the The processes that
your

,__

Process Group contains the you start your project.

5, Work culture and company

Enterprise

21'8

called

Factors.

6. record of aHof the-decisions you have made and their consequences that youwlite when you dose your is called ,,!earned, the ______ is a document that 8Utllociiy over the team.

Projeet Integrat1!on

'~"&

;,""

'.

f"lanagemejj11i: rlagnet5:

1!,\hr

lidf

These inputs, outputs, and processes are ali scrambled up on the fridge, Can you reconstruct them so that the processes go under the correct process groups, and the inputs, outputs, and tools go in the right categories?

!nitlatlng

Planning

Executing

Monitoring and Controlling

Closing

Develop
projec:'c

INPUTS! OUTPUTS

Tools

l .. \ Expert; Judgmen Ch2ng,,~

l-1eS["uests
~"' ~;'.'/~8'~~.~~;

~ , ..

r---,-t. 1 ContracT:. ,;~::

~1'7?0~F""'.:J'F

134

management

Take some time to sit back and give your right brain something to do. It's your standard crossword; all of the solution wor-ds are from this chapter,

Earned Value cv= EV-AC

CPI = EV/ AC SV= EV - PV SPI = EV/ PV EAC'typical' = BAC/ CPI EACfundamentally flawed' = AC + ETC EAC 'atypical' = AC + BAC- EV EAC'over budget + deadline' = AC + ((BAC - EV)/ (CPI SPI)) ETC= EAC- AC ETC'atypical' = BAC- EV ETC'typical' = (BAC- EV)/ CPI ETC'flawed' = new estimate Percent Complete = EV/ BAC 100 VAC = BAC- EAC EV = % complete * BAC TCPI 'based on BAC' = (BAC- EV)/ (BAC- AC) TCPI 'based on EAC' = (BAC- EV)/ (EAC- AC)

Mathematical

Basics

Average (Mean) = Sum of all members divided by the number of items. Median = Arrange values from lowest value to highest. Pick the middle one. If there is an even number of values, calculate the mean of the two middle values. Mode = Find the value in a data set that occurs most often.

Values
1 sigma = 68.26% 2 sigma 95.46% 3 sigma = 99.73% Six sigma = 99.99% Control Limits = +/- Three sigma from mean. Control Specifications = Defined by customer; looser than the control limits. Rough Order of Magnitude estimate = -50% to +50% (PMBOK~) Preliminary estimate = -15% to + 50% Budget estimate = -10% to +25% Definitive estimate = -5% to +10% Final estimate = 0% Float on the critical path = 0 days Pareto Diagram = 80/20 Time a PM spends communicating = 90% Crashing a project = Crash tasks with least expensive crash cost on critical path first. JIT inventory = 0% (or very close to 0%.) Minus 100 = (100) or -100

PERT
PERTs-pomt = (Pessimistic+(4*Most Likely)+Optimistic)/6 PERT0 = (Pessimistic - Optimistic) / 6 PERTActivity Variance = ((Pessimistic - Optimistic) / 6)h2 PERTDeviation all activities = vsum((Pessimistic - Optimistic) / 6)A2

Communications
Communication Channels = n

* (n-1) /

Procurement
PTA = ((Ceiling Price - Target Price) / Buyer's Share Ratio) + Target Cost

Acronyms
AC .'aAC BCR CBR Actual Cost Budg~t at ,Compoletlon Benefit Cost Ratio ..Cost Beneflt R~trQ' Cost Performance Index Cost Variance Duration EstimateatC~mp!etion Early Finish ExpeCted,Mo~e5aryyalue Early Start Esiirrjatet9C9mpl~t:e .

Probability
EMV = Probability

Network

* Impact Diagram

in currency

CPI

61
OUR

Activity Duration = EF- ES+ 1 or Activity Duration = LF- LS+ 1 Total Float = LS- ESor Total Float = LF- EF Free Float = ESof Following - ESof Present - DUR of Present EF= ES+ duration - 1 ES= EFof predecessor + 1 LF= LSof successor - 1 LS= LF- duration + 1

. EAC
EF EMV ES Ere

Project Selection
PV = FV/ (1+rjAn FV PV * (1+r)"n NPV = Formula not required. Select biggest number. ROI = Formula not required. Select biggest number. IRR= Formula not required. Select biggest number. Payback Period = Add up the projected cash inflow minus expenses until you reach the initial investment. BCR= Benefit / Cost CBR= Cost / Benefit Opportunity Cost = The value of the project not chosen.

EV Earned Value .FWi:uturev'alue IRR JIT IF LS NPV Internal Rate of Return Just:in~Time Late Finish Late ,tart . Net Present Value Program Elialua'tior andRe\'(iev.{Te<;~?Jque Point of Total Assumption PlannedValue Present Value Returrrorrlnvestrnent

"ER'f
PTA PV' PV "oROI

Depreciation
Straight-line Depreciation: Oepr. Expense = Asset Cost (- Scrap Value) / Useful Life Depr. Rate = 100% / Useful Life Double Declining Balance Method: Oepr. Rate = 2 * (100% / Useful Ufe) Depr. Expense = Depreciation Rate * Book Value at Beginning of Year Book Value = Book Value at beginning of year - Depreciation Expense Sum-of-Years' Digits Method: Sum of digits = Useful Life + (Useful Life - 1) + (Useful Life - 2) + etc. Depr. rate = fraction of years left and sum of the digits (i.e. 4/15th)

SPI Schedule Performance Index SVScheduleVariance' , TCPI To-Complete Performance Index NarianceatCorripletion Sigma / Standard Deviation ''To the power of! (21\3.""2~2*2;~)

VAt' a
"

Prcject . CJd8: a~ofpn4eel

phases~byan

qgarizafiDn'sprllject

IJIaIlII/IIIIIlIlllllhlOJlogf

MIIIIt J 1acr.8I1~sspedfr;lmpIementaIionofprojectproc8SSllS;aS8tofSlllpStol1l8l1llgllaproject

TrIple c-tniId:theQlllC8PtIhat

scqJ8,time,and costare iIIem!Iated; necannot~wiIhootaffaclingat o Ieastlll8oflheolhln;aIsolmmasthebn TriIIlgId'~3) (_

~thBqnalpl;miUaI~dJqes~sdBUe,tat)

SJsteat asetoffurmalmanagementpnx:afures;ndes,pIIIC8SS!lS, people.etc.lhatsupportan 0UIt0mII

fwlDldian:lnfonnationfromjl'evku~used

IDevlilualefulln projectllaisim LessaasLenIII: ilcunalIedvariances (fistoricaIiIfomIatiJn)used tIIawidvariances Infulure prujecfs ~Ellllllndllll:ani1lllalNe.approachYltlerep!anriligOCCUlSlnq'l:!!$rather1hanlritupfront

~leadiIig.~~~InftuenciIg.~and~ProactiYe

PrOjectManager.theJllllllOllultinanilylllS1JUll5ible furlhoprojecI;au1horizBdtllspenci budgatMII~ resourcestllrealim prqacrflllls ProjectCaenlillallr: anilwaakerlhanall$CffRll1ll;lIIa'fassiIJI ~1II5OImlS IIIIlIlIauIIQizsd to sp&lllfiRIs proJellt~arolewealcllrthanaP!Uiectcoonina1ur; ruponsOllprQjQct~wiIIaluI audJOriIylo
~resII\IIOOSlI"spelllfuOOs

g1!ll8llll a role hi;lerinorganizll1ion1hantheprojectmana&Ir.prioriltlllpmjecls, uthIItzBPM. a resoIve~contlicIsandissUeS $I I. ~apenonll"flqliIa'oq 1rItntaest. wi1etha"pJliiliYeornepive.iJ1heredoflhejT!ljecl lJIIIIIIr.adepanmentlllftlgllrwlllf1IIff!f'projectl'llSlUCeS; athiIis16rslunan RiSCIUIQI
IIlIrI3gtl/JI8If8SPOIlIIibiIiIieS

Seller "

fure/I1lkPJIIeS .
I:Q\'IIDI

Project Spo __ respoIlStiefur~1he~

typiI:aIIyaaeniorll1lll8gll';mayormaymtbetheOOSllJmel"

l'\'ojIICt8flice:a~OI'COIIIIIlIIIng~~~tooIs,standanls.beStpraclices, and~~ Pragram I1aIIager.l8SIQI!IiIeforlJllPllS,~SlMnlreIa1!idprujecfstUadiIMIa

pi

FunctioDat 18am IlJIIIIDIsworkforlideplrtnm1;maybebinedtoa

~
auIiuIIy

al1imes;

liltleornoPM JlIMI"
Prnjectized;PMis~ofprojel:lsandl8SOUlC9S;l!as __

Matrix:CQmb!na\iOIIWilhl'u!l:lil!nalmanagersandprujecl~PMl!asmorepower in SIIIIng~equalin IIaIarmI Matrix,and less InYkakMan1x

Process groups are not project phases. Process groups are not linear, they are itarative. Process

fI<W8S

follow verb-noun structure (e.g., Define Scope).

KNOWLEDGE AREAS (9)

Integration Management (lNl)
Scope Management (SCO) Time Management (11M) Cost Management (COS) Quality Management (QUA)

(#pIlIC8SSIIS) "

42 PROCESSES

6 5 6 3

(PROCESS f~ e
d7

GROUPS (5):

(# processes)

Initiating (IN) Planning (PL)

(EX)

20
8 10
2

Executing

3
4 5 6 4

Iii
?'

Monitoring and ContruHlng (Me) Closing (CL)

Human Resource Management (HUM) Commumwtkma Manapnent (COM) . .Risk MIIIIl!g8I1lilIl (RIS) PrOCUfllll1lll1t~ (PRO)

"

COMMON INPUTS, TOOLS, AND 00TPlJlS

InpulSlfnhIprisBEnvinnnsnIalFaclOlS WorkPetfOrmanceblfonnalion (WPI) (EEfs), o.~ProcessAs!!llls(IlPAs), ..
Project~1IIan

(PMPian).

ToOIs:Expert~Pmjei;(ManagementInfonnation~(PM/S) OlltPiItS;ChangJReques/s.:/JpdaIes (toPMPIan.Project IJciaJIImIs, andOl'As)

IN
IJm:Iop

Pl
Develop ~PIan ~ -

=:

EX

CL

Me

'--_: .... --I~ ~_-

Projact~~ . ElIacuIion- -If-.-+.I-:-. ... ....

~:_~_.~~l.._--...

....I~r~.1
Me

CIoseProject orPhase

INPUTS

PMPIan NOTEsABOUT
IIIaIIIDa

IN'I'IEGRATION MANAGEMENTMIEN1l'
cae- Malf<etdumand, 00ainess _ CUSI1II1l8rrequi1lmen\ 1IIChnoIogyadvame,1e!J!I11IqUi-enJent, ; ec010gicai impact, sodaIlIEBI

~~
iMISIIid

..

; lax- Custaf~). ,.jtCllarllrPM .

16 Benefit1:ostralio. economic value add (Net 0pera1ing ProfitAfter ) infllmalraleofralum, presentwkJe. presentvaU!, IIIIUIlI on iIWesInelt, return 00 net CIJIiIaI (Net InaneAfter Tax- kMISIIid~) (SIuIer1s1llllllr) ~ cost pavbadc period

Names & auIhorizesPM to ~ resourceso achiew project objecIives (may include t : higIt-IeveI requirements. milestones. and budget) formal. approwd document defining how project is managed. executed. and c0ntr0lied (1Imeare 15 CI!l'1jlOO8I1iS, scetal!!Ulrigllt.)
i1aIiMsrs--- Partof!he1Mllllll

I w.rt 1

light sequence; maybeasilfonnalas

PMIS; ensures1hatIloJectWOlkgelSdone at!he ri;1t1ime and in !he an _ or asfonnal as a ~to assifI and Iogjob wOrkorders

AppivwdorllljectedinParfonn~CbangeControJ; PM should influence factors that cause change; PM should assess Imp;iCf of chImges onproject and make decision

CIoSIiPniectorPl8e:This is tbelast process taOO compItItedineach phase or in!he projeCI;taplUre lessons , Iearned.linlhiwpruject documanIs, c8IeInte S\ICC8SS, and releaseprojei:fteain

Me

INPUYS TOOLS
;

PnJectCharter
Slalwll9lllwReglmr FadII1IIed W1II1IIIIIps IImp~TIdL lhaplledlilla IIIIIIdIIg

I'nIjecfClllltar ~1IuauIieIItaIiI
FadIi1l!IaIWarbIIop AIIamaIifts IdamIfIcaIIen

Prnjet:lSc\lpaStttemnt IIIquIrImeaIs IIocuIIIIDItaII

YaIIda1Id DeIImabIes_ PM PIiBr (Seopellaslllilll}

PMPiait($c8fe~)
WIffIf'Iqf~n -

IJecaaIpasiIIoJ

InspacIIDn

Yanam:eAnilly5l$

~AaaIysis PrajactSliGpeSlatemlllt WBS& was DiG1IOIIarJ Scope IIasIIIDe (BI.)

..'.
WOrkPa!formant.a Cllal!glIIequGm

-.

-.

:------

oUTPUTS
INlMES ABOUT

...,

IIBq'ts..IIocIIIaenIaIIa
Aaqts. Tm:eUllltyMalrlx

AccePtaiI Oelivmllies
Cllan&e-1\IqIIests

Mea$; --, .: -:._.-:'_

SCOPE
CreaIivIIJ

1IrainsIormin(. NominalfJ'OUIl technique, ;1l8IphI tIlIlI1nipI8.ldua and mindmapping

.
1III:IIIiII!Iii 1JIhe/Ir1!!I;qI\lI1 opklion

hi

, I1a breaking doWnscopeSfl18tII9IIT (projectdaIiWIabIes) into ~ smaIIerpi11C8S SInIchn):AII blerarchIcaI dewmpusiliun

esIiRB1iIg, of dIIIIvnrnIIIB 1lJ~ I1lOItdelallforbemlr

Work Breakdown Structure

(WBS)

!who uIm is _

without participanl$1\nGVIing polled; prevws biasing opInim und fWIIlhink _ titlGilNasart~~

UnaI*IIhY.(lliIjori1y,CIIII:iIIIl:IIJ

WIS(WIrk

ass/pBnt.

~!IIilill
-

; IIl11hmlGlbyjDlfily

and!Illllldn$ each node ,*a unIqUe IIUIIIbet:: Work f'iDIaguu aru 1IIIlfOWeStltYtl ~ dtcot.ijIOiIGd lowUllOllgillo flu ~ (cosr&1ime}and assfgnad (_~-atrWrt).
IilD(llliIIIIIIIIaa I:UIIlbIoa1lvn tlheO!iginal WBS. WBSdiGtlonmy. O
stllpllsIiI\1ImBIJfllhis

_ItICISIIIJ .

! pIUI'aIIIY, and dh:IaIur5hIp ~ScepeSt;d8lllllllt documenlsumng\hepilljec! Rlljllfnmrenlsby ! descIibing oIljecIiws. deliverabIes, boundaries. ilidaooepllillOOaitIlria
I _ :_ _ - -_ -_
..

mI JIIIIistt

ell approved cIIIIngas

'~

. <?>Co~~jl)~M~~,~IJO~~

'j"'*,?O,?pv~~~r~,>~:-'"> ->:~>~~o.:;;-t}='7F"'f~ /r.~~'i:>?:::,,1,".,>""

':'
~

:,"
0.;

~r~ -

. ~ '~-:'"
~,

,"1I'.~.~flt~EMENlI':('ltM~"., "., -vot. "":,;",,,~

<,-,i.~;;'> ..~A
4~ ~-

~_"'n

~'"

"

,"

PL PL
PL

PL
PL

-.

.'

--9 .....

Me

........ ~

INPUTS

ActiIty list/AttIIlmIBs IIoaourco CaleIldII'J

ActIYItyUslIAttribUte$ Pruj!l1lt&opaSWummrt IlemtrctCalendII'J

ActivityResourceRequlremems
CriticaiPamf~I ChaIn lIesoull:e!.mting ScheduleCQmpllission AppJyLaads&Lall$ Wilm-lfAnaiyms Schoo IletwDrkAnalysis Pl'ojectScbOOule &hedulaBaseline

TOOLS

ProoIlIIoooe~MetI1od Depeodem:ylletemlinaliun AppIyI.lladS&1.ags

PnjectlllelwMkllllcl'lm:adiagram ofthesd!edule at:IiviIiBs in1iI1e rderinwhlch1lleymustbeperfnrmed;maybeAON o

or~0A(_1iiagram4)

Tlne-PaiRt:W8ightedav&nIg8ofBfflJrt.duration, orCOif(aIsodld PERTstimate); e Fom!uIa: (Po$sImistic+ 4 RuaIisIIc+ 0ptImis1ie) 6:1he standard d8vIaIion oflfliS prubablIisIic . estimaIfI iscatculaledaa ~ -0ptImlsIic) . 6. (A S!a1istIcaI sIIort;:ut) Melwaitl'alll:aseriasofsclail!eactMlies~a~1hat12l1ies1hlooghfrom1heJllliBcl'sslart\D1inish Crilic*Palltlhepath{s)of$lh8dule~wheRIlhedeiayofanyOl18activi1y would dslaylheprojectflnlsh;lhepath oflighest I1sk f1Iat (SIaca):themnountof1imeasetMdule adMIy could badelayad without tlelaytnglheproJectllnislJ <-diagramS) 1'\'eefleal:1he amount of time sd1tduI8activi1ycouklbe"*Jf!dwithoutdelaying a lheear\ysran (ES) ofa subsequentadMly (soodlallfam ii) NegaIh& float: theslluation ofasdlitiim:lMly'sear\y1inish(&') bq*aslllsaquentatMy'searttSllllt (ES) (see!llagram5) CriIIRI 1kIIIed (~sc:I1edme~lOde1ennfnetheaiticalpa1b,OYflI'aII scIail!e. arxIeacha:llvlty'slloat Cl'lllcalCllalllIIIIIIId'(_lI/l!J1l$Si'I8sdml1eJl\!llll!Pl!fllbasedoo~sdBkde OOIftJsarxl~_fljyappled{Iiya/IJGcidnIII)
Se/lMlleClmp!IS$IIItC!aslq(adding_&OOSI}orFasrTraddng(I!IljuIQlg~

~_

1 - f'llltlllll PIIII):nelMllkdiapnwlae ( IlCIiM1les re IBpI8SeIIIed by the J1Ildes (recIaIIIIIes) and the arrows a are dependencies; also calledAON (ActMIy-On-Node)

AOA (A1~): /I8IWOI1( dfa8l'amwheraatliYilitSare lIlPresan\lldhythearrowsCOlllll!Clingnodes;thenodesarepoimsin1ilne: AOAmay feature "dumIIIy acIMIies" which are actually depeIIdencies. sIrown aadasl1ed arrowswlth Oduratioo;lhIslJlfllhodalsot:alled /vrrNI llilI~ngMathod. 1)peS81'p lnl s:MMdaroIy(hanl~).ilsI:rebIIBy(prelmmd
or$aII~).lIPIfxI$11al(beyIqJor~ofjJlljeclCOO1llll) . 11eIaIIww.lp:=~~\wOa:tMtieswhlreoneaclMlyl1llSlbe$lal1lidorbtled

beIlll8l11Ol11erztMtycllll18~ or1inistaI;l1u_fini;lHlt-S!at~
SlarHOfin/$h. SIarHo-StIIrt (o.g. ffi TaskA IIIlSttiIh bIIf1ruTaskB r:ansIart) Lead: stll'lillg anaCIM1yrior lDthellnislJ of a jIIllCIIdDJgcIiYi1y p a
LaC;dolnying1l1eSlaltofanactil1yaftar1l1e_ofapracedingactiYily

andimasingrisk)lDsbomntheOl'OOllsd1edule Resetacu ",_AdjustiIIgfll\lliredl\lSOUll.'8SllIlhellNelofresouJteSavailabIelD

lheorpniZa1ion(uauallytanglhllnsSCl1edUte}

E$lllllal1IIg.1DaIogHs: pfl!leclslacliYlliesto

(also called 1Op1Iown) using his1uricaIinformation frooI similar estima1eeIforI. unItIon, arm! d
.lWS

WbaHf....,.Montl!cam~-~largellriersofposstie liIlIIIliIrio$l&IaI1IdlOsc:IIeduIe(aIsousedlnlllsk~)
~""a/lifatlmlsQllllulu~ooly~$d1edUIBpinIs

EsIfnIati",~mimalIIlgeffon;dumIiln,orOOSlSatloe$lkMllsof~
1lIlII~up\D$UllllllillYlWSl\QIID$

a.ttCbart(llarcllart):alidBlule"lIlIIiIJ1IaIllIIstor.-acMIe5;1heb!l'
loogIh~aclMlydJlraliM;~~_andfinishlfales

sIIMaII"Par.alrlC:6SIi!IiIIiIWeItiJrt..~or_lIIi1gpaslperflJnnmr:e~besI

dlbleorlinearctll\l!lllDll$lBiI1imeorOlSl~lIII1Drof_e.g.4I'BS0111:1lSarerequlllJdtolaelllinlday.~I6_&lUldear4aaesilJday.

ScIIeIIIItllasllllne<afonnalwrsillJlof1heJllfd~lhaIl$p!al:edtnllrcontrltlhe ~basalineisaQllUpOtlentofthePl\lleCtJian

PL
Estimate
Costs

PL

Me

KE'lf:

Determine
Budget

Budget At ComJllellon PlannadVuus (BCWS)

Earned Vallie (DOWP)

rotal hudgGt PIanII8d "Campletll

Sum af actual costs

c=:

"ue

Actual Cost (ACWJ Cost Variance

IV-PV Schedul& Performam:e Cost Perfermance Estimate AtCompletion Emili"" To Completion V.nann e At Coml'lotIon TO-COI1lPlut ..PerT-lnDax. lmIex Index

Varianw. Oifferen~(lUbtraction) betwooI!planmlt and acIulII; targnt voluole 0; pOBitivllii lIVOd. negatIVe it bad Performance 11Idex: Ratio (d'tViGlQn)' ofplantied to actual;
OUTPUTSAelivilyCostEs1ima"", target value is I: greater thai! I wgooc:l.lass1han Fol'(loast:
-,---: .. ,:-.

I isbad;ltis never negatiVe

EAC,t:rC,MdVACanlallfnmcasledvalues

..".

'--::

-,-'-,_:-_

Cojlyrigbt 2010 VeItcIIeacbi All JigIlIsrusened. Do notdup/lcafe.

~CosIintlookingattolall:ostofllVllmhipfurnJlllCha$e(Il1300n) 1hrough ope!l!Iion$lO disposal

Perimlic:fl!llJOS1llofromtdative;fora orp!anned%UlIJl)Ieteinmonth6)

gNen of time (e.g., CPlduringmonth 2. period

Value EngIneeriIJt

geffinglOOmost~valuein anti benefitwilhOutsatrificing stOJl8

1m, qrnfiIy,schmufe,

COStAgg\'ega1jOll:nkIll4la:!M!y_1lEYmSnmv.ten1feyY.l~ Cost PetfuJ_ IaseIiue (budgvt):whatcosmYdlbeinuJrmdl'.tmin1he prnjlllil(1huSi:uJw is1hulMlillfa1lvesum of the budgeted costS!l'M1i1epmjIlIiIlire; costsstal1sfowly,~1Itenfapllrof(funning3l1Spattem)

T~spendingefficiencylllQlliredtonree! 1a!g\lIllllilanclalp (lISIllIIygrnarenlmlifCPIis/essthan I,orlessthanifCPIis l gtearer1flanl);calcuIated(iltetlllSufll1lH1llY)asremainingwm1BAc-EV) divided bymn:inkJg ftnIs{SAe.AC), v.fIen BAGis1lle1aJgeledffnishgoal;~1Ite~ finisbgnallSEAC, then lGPIlScatularedas(BAC-EV} + (tAc-A&) YariallceJnalysis; MeasulinglOOdifrerencebelweenpl:lnnedandoonml (_or dutafions}.variarrcesareoplimaDyZIIII(IIIIu1getand/oron~) SpumliBgEffil:il!llcy: Worfdug EffICIency: CPl, COSflJlllfonnance ildex. GJ]IimaVy ij SI'I, tlCheduIe (lIiIfonnante index, optimaIIyl

Type of Estimate OrderofMagnifude Concep1lJai PrernnimllY

Typical Range
-50%to +100%

the degree to which a set ofinherenfcharacteristicsfulfills EX PL

Plan 0ualiIy .... ....--...Petfonn Quality Assurance
(I'R(lCESS mOOS)

requirements

Me
Perfonn Quality Control
{PRUi}ucr f'3CiJS}

.KEY:
ScupeBaseline Schedule Baseline CostPerf Baseline Benchmarking
Cost-Benefit Analysis Costofflualily Control Charts Design of Experil1l8llts Flowcbarting Statistical Sampling OualityMgmt Plan Metrits ICheeklists Process Improv.Plan Duatity Metrics Work PerflnfGrmation DuaiityContralMeas.

Metrics/Checklists WorkPetfMeasures
DerlVel'Ules

11 II
... ( "
I

Iluarrty Audits
ProcessAnalysis Plan

IllJa!lljl. FROM . !!nafItl'Cnnirotj~paret.

I I
TOOlS

I InSpection $\ Ftshbone Diagrams j CORtrul&.RunCharts

Periormam:e

"FIoWl:hal1ing 0.Charts

} Changel!equests

I..catferDiagrams S

\. StatiSlicalSampling

QualityCnntruIMeas.
Validated Cbanges

ValttlatedD.nv~es

CONTROL CHART

RUN CHART

PL
Resource Plan

EX

EX
Develop
Project

EX

Develop Human

Team

MasIow'sHieran:hyofNeeds: 5calegoriesof needsexist in an hieran:hy; meetingneeds in one category does not motivate unlessthe lowerlevel needs are already met Herzberg's Motivation-Hygiene: hygiene factors do not motivate but must be present for motivational factors to function

KEY:
Aetivi1yResoorce .Rl!qulremanf~
PM Plan (lIRPIo.)

StilffAsSignments Ra~reecaJe/ldlll's

Staff Assignments PMPfan (HR Plan) loam Pl!rtormanoo Awessment Performante Reports

McGregor's Theory-X & Theory-Y: X-mgrs believe oonG1llnf GllpOrvillion ill nO"GIllIry; Y-mgw bolil/vo people can be trusted to work fiedler's Contingency: effectiveness of a leader's style (task- or relationship-oriented) Is contingent

OrgCharls &. Pusition Descriptions

Networking OrgTheory

Pm-assignment Negntiatfon Acquisition

on the situation
McClelland's Tbeory otNeeds:workers may be motivated by meeting their varying degrees of need for (I) achievement, (2) power.or (3) affiliation believable) expectation

VirtoaiTcams

Human Re$UurcePian

_Stake~. ~rdel_h~~~~ers~ .

.;...,.jH

~[_GJ_~_:_-==::::::::::=:::......,.J~j _.__..._. .. .~

CUmrmmIcatIonIlequlrenrentsAnalysls

Stak8holder AnaJy$is

TecImology Methods CommunicaIion Models

Communication Communication

StakehoklerRegiStel'
. StakehoIder~I1fS11ategy.

I~r
SCoPe Statement .Cost MaiJagenienfPIan

PL

PL
Identify

Risks

INPUTS

SchllduleManagemlinlPIaD. Cammunications Manag....em plan

RiskManagementPfan Stope Baseline Act. Cost Estimates Act Our.stimates Checldist Analysis DiagrammingTecbnlques SWOT Analysis Info Ga1heringTecImiques DocumentRelews Assul11Jlfiondnalysis

TOOLS OUTPUTS

Planning . Ikelings&Analysis

RISK JWAMAGEMENTMENT
RISI<S:. . .
.UNCERTAINTIES

NOTES ABOUT

Opportunity strategies

PIM&::ore Exploit (100%)

ISBN 978-0-9729673-6-5

9 780972 967365

" II
Buyer

Me
KEY:
$cepaBaselitJe RequiremenlSI!Oes TearilingAgreemenls .' ~-buy~ I:antract ~tllotuments Worlt Performance Inrnrmaliol} ProcureinenfOOCUme1lts

NOTESABOUT.
.... .. .. ....1

ProcUrements
'.1 .. '.

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.:: ....... ._.......... Close .._... CL ........ .._.-........ _. _ _ . Prbcurem~ ..

PROCUREMENT MANAGEMENT

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.

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INPUTS

Risk~tel~edConlradD~isilll1~. ::!~:~~ria ACII'lil}'lIesoun:e lIequiremenw SeUerProposil/s .'~ttirity COSI Estimates CostPerformaticeBaseline" .. '.' TeamingAgn:ements 8idderConferences PropoSaIEvaIuaIionTedIiques .AdYertisiRg

rlXed Pricll;wl Econoiriic Price A~jusnnef\f . .' Fixed Price Ince~1ive Fee
Cost Reimbursable Cost Plus F"lXcd Fee

PerfDmmnteRejlOrlS

Cost Plus Incentive Fee

Shared

TOOLS

Ma~r-I!uYAAalYSis ContrattTypes

- OUTPUTS

Applies to project managers affiliatedwifh

PMt"',
---

Mandatory
.

Standards
,"' ,"

mUst befollowed;AspirationaJ
: '. ---~

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CHAPTER:
IISPONSIBIUTY

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raketbe~iiladwitniawsandellllcS;. Prof~ttWllistlebloWei$ ..:" . -

.ASPIRATIONALSTANDARDS . - . Consid8rbestlnftmtsohGaety.Sitetr.&enYironment;
",

> Bribes should always be

wrong in test scenarios. > Always looktor the
al1swerthat resoi'!es a situation directly, quickly, .

Take lIWIIerSIlipof IllisiakeS;FuIfi8t:01i1mitlReuts

contkict actiYitiesillaprafussianaJ III;Innet . .

Priii~JK'OPei1yrJgt.;s;Heg~(e iII~Jaitb;. DonotabUsell~orPositions of PDIVeI' ' .. -.

.Resolve cilnflicts IliiectIt.Vaiue other peolJli!S.cllftures, &'opinions . BettallSParentilldecisiotJPr~es:PeriodlCallyassess YnUrlnipRrrty;ProYidllllqual~~ IOillformation .

110 fawritismor
AYoidordisclese

iioiii
fitlt&esl

lJpoolY!~!it.!1airIY

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J. Practice listing essential fonnws. (eafnedv.llue, J'ERT& sldcleviation.

comm chaIIrIels, and PTA) to list 00 scrntchJl<lP8l" during pre-examtutoriaI1ime. 2. F'UJdttJe testing tenterthe.previous day to eliminate atIxieIyqn exam day. Plarito arrive 3Omirt\lteS early. . . 3. Do not stay up Jate8nd.C!'llJ11 ttJeniglltbef'orettJeexant; get aful\ nighfSreSf. 4. Prepare a snack to bt;ngif you need to eat somethingfor energy during an exam break. 5. Ensure 1hename on yuut identification (2 forms, I gt)VCI'Iunentissued withphoto) matclwsthe name on your PMP@application,

5. DON'T GET STUC;:K:

Ifaquestitinv.illtake

several1Timtes1o answer, mark itfur review lindcomebadllOillaterlllnot

lUll out !lfexamtime. onthe scmtdl paper.

6. ORMULASHEET: F Afterviewingtbeexamtutoria!, useiemaining1ime before exam sIai1s to createafonntAasheet

'ZBODGET VOURTIME: Target ariioIiiaIpawof75questions!ri45ninutes;budgef45minutesforlhe1aSt50questi0n:3andlheonesskippod.

a, MANAGEVOUR
g. MANAGE

REVIEW:

(l)llidyoiJread1heqUestiorroorrect\y?{2)llIleslheanswermatchlhequeStion'slogic'?
ANxiETY:

(3)ChecI<yoI6math-

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lfywbeglifufllelanxlOus.

stop.-take a \Ieep IJrea1II, hOIdltfllr6seants,

an!IreIease it S1oMy. Or,takeaquidtbreak!

> DURING THE EXAM

FOLLOW' THE PRocEss FAAMEWOaK: -.tiseOUTpU!s&~tohefl:!Sl4Ji!nCeplllCeSSllSCIXTOOfly;dol1'ibe~III~.a~ 2~DoN'T'TJ!\KE TH~~W'AYOUT:H H"
I. ALW'AYS

10. READ Au.- FOUR.AN~~SAND 1beymay3B begood@SWerS;one isthe BEsr~evm

CHOOSE_THE BEST ONE:

ifilisRotthePfRFECT answOC FIRST:

It READ THE END OF' THE QUESTION "maYliila~~oritmay~beIIet'~aslhefullJlljestion(sread

. :!~S~~t~~:~~1:~J;:iWRON~~SVIIl!RS:

ciioose!he~doeSnot~~~pwess.~tJo1he1Wl1d 3.A(;;':r DIRECTLY ~""DSAVV\l"'A.T:Yi

J1I!~I:IiYe&1iIJI!lIY;~d~OIlcurrentltlfol1J13lfq OVI/THEPRQ . ...

~=TE~T;~,~.~~~e~~~.

Throughout

this book, PMP: Project Management Professional

Study Guide, I've discussed the inputs and outputs to the PM!
processes. In this appendix, you'll find the inputs, tools and techniques, outputs, and Knowledge Areas of the project management processes listed by process in the order they appear in the text. I think you'll appreciate the convenience of having all this information in one location. Enjoy!

Initiating Processes
Table A.l1ists the inputs, tools and techniques, ating process group.
TABLE A.1

outputs, and Knowledge Areas for the Initi-

Initiating Processes
Tools and Knowledge

Process Name Develop Project Charter

Inputs Project statement of work Business case Contract Enterprise environmental factors Organizationa! process assets

Techniques Expert judgment

Outputs Project charter

Area Integration

c,.
Stakeholder analysis Expert judgment Stakeholder register StakehQlder management strategy Communication

Identify Stakeholders

Project charter

Procurement documents

542

Appendix A Process Inputs and Outputs

TABLE

A.2

Planning Processes (continued) Tools and Techniques Group creativity techniques Group decisionmaking techniques Questionnaires and surveys Observations Prototypes Knowledge Area

Process Name

Inputs

Outputs

Define Scope

Project charter

Expert judgment

Project scope statement Project document updates

Scope

Requirements documentation Organizational process assets

Product analysis

Alternatives identification Facilitated workshops

Create WBS

Project scope statement Requirements documentation Organizational process assets

Decomposition

Work breakdown structure WBS dictionary

Scope

Scope baseline

.""

Project document updates Activity list Activity attributes Time

Define Activities

Scope baseline Enterprise environmental factors

Decomposition ROIlingwave planning

544

Appendix A Process Inputs and Outputs

TABLE

A.2

Planning Processes (continued) Tools and Techniques Three-point estimates Reserve analysis Knowledge Area

Process Name

Inputs Resource calendars

Outputs

Project scope statement Enterprise environmental factors Organizational process assets

Develop Activity

list

Schedule Activity attributes

Schedule network analysis Critical path method Critical chain method Resource leveling

Project schedule

Time

Schedule baseline

Project schedule network diagrams Activity resource requirements Resource calendars

Schedule data

Project document updates

What-if scenario analysis Applying leads and lags Schedule compression Scheduling tool

Activity duration estimates Project scope statement Enterprise environmental factors Organizational process assets Estimate Costs Scope baseline

Expert judgment

Activity cost estimates Basis of estimates

Cost

Project schedule

Analogous estimating

546

Appendix.A

Process Inputs and Outputs

TABLE

A ..2

Planning Processes (continued) Tools and Techniques Communication technology Communication models Communication methods Planning meetings and analysis Risk Risk management plan Knowledge Area

Process Name

Inputs Stakeholder management strategy Enterprise environmental factors Organizational process assets

Outputs Project document updates

Plan Risk Management

Project scope statement Cost management plan Schedule management plan Communications management plan Enterprise environmental factors Organizational process assets

Identify Risks

Risk management plan Activity cost estimates Activity duration estimates Scope baseline

Documentation reviews Information gathering techniques Checklist analysis

Risk register

Risk

""
Assumptions analysis Diagramming techniques SWOT analysis

Stakeholder register
Cost

management plan

548

Appendix A Process Inputs and Outputs

TABLE

A.2

Planning Processes (continued) Tools and Techniques Knowledge Area

Process Name

Inputs

Outputs

Schedule management plan Organizational process assets Plan Risk Responses Risk register Strategies for negative risks or threats Strategies for positive risks or opportunities Contingent response" strategies Risk register updates Risk

Risk management plan

Risk-related contract decisions Project management plan updates Project document updates Procurement Procuremanagement plan ment Procurement statements of work Make-or-buy decisions Procurement documents Source selection criteria
'~..c-

Expert judgment

Plan Procurements

Scope baseline

Make-or-buy analysis Expert judgment

Requirements documentation

Teaming agreements Risk register

Contract types

Risk-related contract decisions Activity resource requirements Project schedule Activity cost estimates

Change requests

550

Appendix A Process Inputs and Outputs

TAB LEA. 2

Planning Processes (continued) Tools and Techniques Proprietary quality management methodologies Additional quality planning tools Knowledge Area

Process Name

Inputs

Outputs

Executing Processes
Table A.3 lists the inputs, tools and techniques, outputs, and Knowledge Areas for the processes in the Executing process group.
TABLE A.3 Executing Processes Tools and Techniques Expert judgment Knowledge Area Integration

Process Name Direct and Manage Project Execution

Inputs Project management plan

Outputs Dellverables

Approved change requests

Project management information system

Work performance information Change requests

Enterprise environmental factors Organizational process assets

'!:"'C.

Project management plan updates Project document updates

Acquire Project Team

Project management plan

Pre-assignment

Project staff assignments

Human Resource

552

Appendix A Process Inputs and Outputs

TABLE

A.3

Executing Processes (continued) Tools and Techniques Bidder conferences Proposal evaluation techniques Independent estimates Expert judgment Advertising Knowledge Area Procurement

Process Name Conduct Procurements

Inputs Project management plan Procurement documents Source selection criteria Qualified sellers list Seller proposals

Outputs Selected sellers

Procurement contract award Resource calendars Change requests Project management plan updates Project document updates

Project documents

Internet search

Make-or-buy decisions Teaming agreements Organizational process assets Perform Quality Assurance Project management plan

Procurement negotiations

Plan Quality and Perform Quality Control tools and techniques Quality audits

Organizational process assets updates

Quality

Quality metrics Work performance information Quality control measurements Distribute Information Project management plan

Change requests Project management plan updates

Process analysis

~
Project document updates Communication methods Organizational process assets
updates

Communications

Performance reports

Information distribution tools

554

Appendix A Process Inputs and Outputs

TABLE A.4

Monitoring and Controlling Processes (continued) Tools and Knowledge

Outputs Area

Process Name

Inputs

Techniques

Enterprise environmental factors Organizational process assets Perform Integrated Change Control Project management plan Expert judgment

Project document updates

Change request status updates

Integration

Work performance information

Change control meetings

Project manaqernent plan updates Project document updates

Change requests

Enterprise environmental factors Organizational process assets Administer Procurements Procurement documents Project management plan Contract change control system Procurement performance reviews Inspections and audits Performance reporting Payment systems Procurement documentation Organizational process assets updates Change requests Procurement

Contract

Performance reports Approved change requests Work performance information

Project management plan updates

Claims administration Records management system

556

Appendix A Process Inputs and Outputs

TABLE

A.4

Monitoring and Controlling Processes (continued) Tools and Techniques Performance Knowledge Area

Process Name

Inputs Organizational process assets

Outputs Change Requests

reviews
Variance analysis Project management plan updates Project document updates Work performance measurements Organizational process assets updates Change requests Time

Project management software Control Schedule Project management plan Project schedule Performance

reviews
Variance analysis

Work performance information Organizational process assets

Project management software Resource leveling

Project management plan updates Project document updates

Wh.at-if scenario analysis Adjusting leads and lags Schedule compression Scheduling tool Perform Quality Control Project management pian Quality metrics QUality checklists Cause-and-effect diagrams Control charts flowcharting

Quality control measurements

-"",".

Quality

Validated changes Validated deliverables Organization process assets updates

Work performance measurements

Histogram

558

Appendix A Process Inputs and Outputs

Closing Processes
Table A.S lists the inputs, tools and techniques, outputs, and Knowledge Areas for the processes in the Closing process group.
TABLE A.5 Closing Processes Tools and Techniques Expert judgment Knowledge Area Integration

Process Name Close Project or Phase

Inputs

Outputs Final product, service, or result transition Organizational process assets updates

Project managementplan

Accepted deliverables

Organizational process assets Close Procurements Procurement management plan Procurement documentation Procurement audits Negotiated settlements Closed procurements Organizational process assets updates Procurement

Records management system