-------------KA---------------

1. Framwork
- Project
1. Temporary endeavor
2. Unique product
3. Have start & end date
- Project management
1. Knowledge
2. Skill
3. Tool & Technique
- PMO
1. Supportive
2. Controlling
4. Directive
- PM
1. Knowledge.
2. Performance
3. Interpersonal
- Elements for managing projects
1. Identify Requirement
2. Balance contrains
+ Scope
+ Schedule
+ Quality
+ Cost
+ Resource
+ Risk
3. Monitor & tend to stakeholder needs
- OPA
1. Process & procedure (plan , policy)
2. Knowledge Base (lesson learned, historical data)
- EEF ( condition not under control of team )
1. Work authorization systems
2. PMIS
+ Work authorization system
+ Scheduling tool
+ Configuration management system
* Change control system
* Contract Change system
+ Information collection & distribution system
+ Web interface
- Project governance
1. Alignment with stakeholder need
2. Maximize outcome & alignment with business strategy
3. Framework > decision > satisfy with both stakeholder &
organization
- Project phase
1. Single
2. Sequential
3. Overlapping
- Project life-cycle
1. Predictive (fully plan driven)
* Customer involve : Begin, scope change, end
2. Itegrative/incremental > large & complex project > reduce risk by
lesson learned between phases
* Customer involve : periodic
* Phase call iteration
* Iterative > break into phases repeat the function (1
function can be finish in many phases ) > lesson learned
 * Icremental > break into phases ( one function finish in
only one phase )
3. Adaptive (change driven or Agile)
* Customer involve : continuos
* Like Itegrative/incremental but itegration very rapid
* Use for rapidly change environment
1.1 Integration
- Init (contrain & assumption will be make clear in define scope.
assumption analysis in Plan risk )
1. Choose PM
2. Detemine culture & systems
3. Choose Processes & policy
4. Break into phase
5. Understand business case
* Business need
* Cost-benefit analysis
6. Uncover risk & assumption
7. Evaluate feasibility
8. Choose project life-cycle
9. Detemine mesurement objective
10. Create project charter (approve by initator or sponsor)
11. Identify stakeholder
- Project statement of work (create by sponsor/customer)
1. Business need
2. Product description
3. Strategic plan
- Plan (project management team )
1. Facilitation technique > agreement to complete project
activities
* Brainstomrming
* Meeting
* Conflict resolution
* Problem solving
2. Project Plan vs Project documents
* Plan ( 13 & 3 baseline )
+ Configuration plan
+ Change Plan
+ Process improvement plan ( plan quality )
+ Requirement management plan ( plan scope )
- Documents need sponsor to approve
1. Charter
2. Agreement
3. Contract
3. Statement of work
- PMP approved by
1. Required stakeholder or
2. Sponsor/project team/key stakeholder
- Manage & excute project works
+ Key output
* Deliverables
* WPD
- Monitor & control project works (mesure > review > compare >
audit/inspect > update)
+ Key output
* CR
* WPR
* Updated Plan/Baseline
- Perform integratied change control. (PM responsibility)
1. Find root cause & prevention action
 2. Identify CR proactively
3. Assess impact within KA.
4. Submit CR
5. Assess impact ( other KA, fit to project , stakeholder need
)
6. Provide options
7. Approve/ Reject ( go to CCB > Approve/ Reject > Implement )
(After approve may be need sponsor/customer approve)
8. Update change log
9. Update PMP/Baseline
10. Inform related stakeholder
11. Review
- Configuration management activities
1. Identification
2. Status accounting
3. Verification & Audit
- Close project or phase
1. Make sure project work done
2. Procurement closure
3. Gain acceptance
4. Financal closure
5. Send product
6. CSS
7. Final report
8. Archive & index document
9. Gather lesson learned (good & bad of tailoring processes)
* Gather lesson learned > PM
* Complele lesson learned > stakeholder
10. Update member skill.
- Audit vs Inspection
1. Quality audit > Perform Quality Assurance. Quality Inspection >
control quality
2. Risk inspection > Control risk
3. Scope inspection > Validate Scope
4. Audit & Inspection > Control Procurement
5. Inspection > Close Procurement

2. Scope
- Plan Scope
1. Scope management plan
2. Requirement management plan
- Collect requirement
1. Requirement documents
* Define scope
* Create WBS
* Validate Scope
* Control Scope
2. Requirement traceability matrix
* Validate Scope
* Control Scope
- Tool & Technique of collect requirement
1. Focus group ( bring SME and stakeholder)
2. Facilitated workshop (bring key cross function, take consensus )
3. Group creative
* Brainstomrming
* Nominal group
* Delphi
* Mind mapping
* Affinity
 * Multi-criteria decision
4. Group decision making
* Unanimity
* Majority
* Plurality
* Dictatorship
5. Obsevation = Job shadowing
- Define scope > Scope statement
- Project Scope Statement
1. Scope description (progressive elaboration)
2. Acceptance criteria
3. Exclusion
4. Contrains
5. Assumption
6. Deliverables
- Create WBS ( team buy-in ) > Scope baseline
- Scope baseline
1. Scope statement
2. WBS
3. WBS Dictionary
* Code of account identifier
* Description of work
* Assumptions and constraints
* Responsible organization
* Schedule milestones
* Associated schedule activities
* Resources required
* Cost estimates
* Quality requirements
* Acceptance criteria
* Technical references
* Agreement information
- Decomposition
1. Create WBS ( scope)
2. Define Activity ( time )
- Validate Scope (Inspection)(after control quality) > accepted
deliverables.Come with requirement traceability matrix
- Control Scope (maintain scope baseline)
1. Variance Analysis (only in Control Scope. Variance & Trend only
in control Risk )
* Compare difference between plan/baseline and actual
* Find root cause
2. Scope creep
* Uncontrolled change
* Expand scope continuosly

3. Time
- Plan schedule
- Define activities
1. Activity List
2. Activity Attribute
3. Milestone list
- Hammock Activity > father's task.
- Sequence activities
1. PDM > AON ( Activity On Node )
* SF (most)
* FS (least)
2. Dependency
* Internal
 * External
* Mandatory
* Discreational
3. Lead vs Lag
* Lead : Overlapping (early)
* Lag : waiting time (late)
4. Float ( Slack )
* Total Float (Float) : time that activity can be delaye
without impact to project end date
* Free Float : time activity can be daylayed without impact
to ES of Successor ( 2 or more predecessor have the same successor )
* Project Float : Total time a project can be delay.
5. Float calculation
* Late - Early
* Foward pass : calculate ES, EF
* Backward padd : calculate LS, LF
* Float : Critical Path - Longest Path of Node
* Free Float : Bigger duration - smaller duration
- Estimate activity resource
1. Input
* Activity list
* Activity attribute
* Activity cost estimation
2. Tool & Tech
* Bottom-Up
* Activity Resource Requirement
* Resource break down structure
- Estimate activity duration > activity duration estimation
1. Tool & Technique
* Analogous Estimate (Gross): estimate base on parameter of
previous similar project
* Parameter Estimate : estimate base on relationship of
historical data and other variable
* Three - Point
+ Triangle distribution : (O+M+P)/3
+ Beta distribution : (O + 4M + p)/6
+ SD Standard Deviation (O+P)/6
+ Variance = SD.SD
- Create schedule
1. Tool & Technique
* Resource Optimization
+ Leveling > change start & end date > change critical
path
+ Smoothing > does not change anything
* Modeling technique
+ What-if
+ Simulation (Monte-Carlo)
Probability distributions (coordinate with
simulation)
- Beta
- Triangle
- Logarithmic
* Schedule compression
+ Fast track : add risk (do parallel)
+ Crashing : add cost/risk ( add resource. only for
critical path )
* Critical Path Method > find the shortest way
* Critical Chain Method > add buffer
2. Output
 * Schedule baseline
* Project schedule
- Control schedule > Schedule forcecast
- Estimation Accuracy
1. ROM (Rough Order of Magnitude Estimate) : -25% to 75%
2. Preliminary Estimate: -15% to 50%
3. Budget Estimate: -10% to 25%
4. Definitive Estimate -5% to 10%
5. Final Estimate: 0%

4. Cost
- Variable cost & Fix cost
* Variable cost : cost change due to product & number of work
change
* Fix cost : cost not change (server, install)
- Direct cost & Indirect cost
* Direct cost : cost directly to project
* Indirect cost : cost to support project ( electricity, fringer
benefit )
- Plan cost management
- Estimate Activity Cost
1. Input
* Scope baseline
* Activity list
* Activity attribute
2. Tool & Technique
* Analogues
* Parameter
* Triangle
* Bottom up
* COQ
* BID analysis
3. Output
* Activity cost estimation
* Data of estimate
- Determine budget
1. Output
* Cost baseline
2. Tool & Technique
* Cost Aggregation
* Historical Relationship & Funding
- Control cost
1. Tool & Technique
* EVM
2. EVM
* Work performance information : BAC , AC, EV, PV
* Work performance mesurement : SV, CV, CPI, SPI
* Forcecast : EAC, ETC
* TCPI
3. Output
* Forecasting
4. 3 Earned Value Management Type
* Discrete Effort : Effort can plan and mesure
* Apportioned : test, inspection, verify, validate
* LOE : measure by passage of time : daily standup, release
planning
- Formular
1. TPCI
* TPCI = (BAC- EV)/(BAC-AC) BAC still valid
 * TPCI = (BAC-EV)/EAC-AC)
2. ETC
* ETC = EAC - AC orginal estimation was wrong
* ETC = BAC - EV have variance
3. EAC
* EAC = AC + bottom-up ETC
* EAC = BAC/CPI
* EAC = AC + BAC - EV
* EAC = AC + (BAC-EV)/(CPI*SPI)
5. Quality ( the same tool for all processes )

- Grade vs Quality
+ Grade : level of function ( low grade >> OK )
+ Quality : customer satification ( low quality >> NOK )

- Precision vs Accuracy
+ Precision = Exactness
+ Accuracy = correctness
- ISO
+ Customer Satisfication
* Conformance to requirement > Cosby
* Fitness for use > Juran
+ Prevention over inspection
* Quality is plan , design, built-in
* Prevention cost must < Correction cost
+ Continuous improvement ( Kaizen )
* PDCA ( P : planning, D : execute, CA : Monitoring )
Shewhart & Deming
* TQM, Six sigma ( 68.26, 95.46, 99.73, 99.99985 )
* Malcolm Baldrige, OPM3, CMMI
+ Manage reponsibility
+ COQ
* Cost of conformance ( cost to advoid failure )
- Prevention ( training , audit, equipment, Document
processes, time to do it right )
- Appraisal ( testing , inspection )
* Cost of Non-conformance ( cost because of failure )
- Internal ( Recap, rework )
- External ( loss business, warranty, liability )
* Cost of conformance < cost non-conformance
* Cost of prevention < cost of inspection
- Quality concept
+ Gold Plating
+ Maginal Analysis ( tìm điểm mà cost của việc improve quality =
cost của việc đạt được quality )
+ JIT : chi phí từ lúc hoàn thành sản phẩm tới lúc đưa vào sử
dụng.

- Tool & Technique

+ Benmarking chỉ có trong Plan quality & collect requirement
+ COQ chỉ có trong Plan quality & Estimate AC cost
+ Cost-Benefit & DOE chỉ có trong plan quality
+ 7 basic tools có trong Plan Quality và Control Quality
- 7 Basic Tools ( Resolve 95% all issue relating to quality )
+ Ishikawa > find root cause
+ Pareto ( 80/20 )
+ Checksheet = Tally Sheet
- Cause for fishbone
1. Time
 2. Machine
3. Material
4. energy
5. measurement
6. Personel
7. Environment
- Quality checklist >< Acceptance Criteria
- Process analysis >< Process improvement plan
- Quality Management & Control Tools ( Quality Assurance )
+ Anfinity Diagram
+ PDPC
+ Interrelationship Digraph
+ Tree Diagram
+ Priority Matric
+ Network Diagram
+ Matric diagram
6. HR
- HR management Plan
+ Role & Reponsibility
* Role
* Respon
* Authority
* Competency
+ Project Org chart
+ Staffing management plan
* Staff acquisition
* Resource Calendar (Identify working days. When & how long
resource will be available.)
+ Resource Histogram ( number of hours per week or
month )
* Staff release plan
* Training needs
* Recognition & reward (reward must be for all member and
archivable)
* Compliance
* Safety
- 7 Source of conflict
+ Schedule
+ Priority
+ Lack of resource
+ Tech opinion
+ Adminstrative
+ Cost
+ Personality
- 4 fators impact to resolve conflict
+ Sensitive & importante
+ Urgency
+ Level
+ Motivation
- 5 ways to resolve conflict
+ Advoid/withrawal ( to prepare or transfer to others )
+ Smoothing/Accomodate ( temporarily resolve )
+ Compromise/Reconcile
+ Force/Direct
+ Confronting/Proplem solve/Collaborate
- 5 Management power
+ Formal (legitimate)
+ Expert
+ Reward
 + Penalty
+ Referent
- 5 Leadership style
+ Autocratic ( độc tài )
+ Bureaucratic ( quan liêu )
+ Charismatic (danh tiếng)
+ Demoncracy (dân chủ)
+ Laissez-faire
- Motivation Theory
+ Masslow Hierachy of Needs
+ McGregor Theory X & Y
* X : Extrintic negative
* Y : Instrintic possitive
+ David McClelland's (Acquire Needs Theory )
* N-Ach : need challenge but reachable. need to be recognized
* N-Affil : work best when cooperation. Seek approval than
recognized
* N-Pow : allow to manage others. Like to manage & influence
others
+ Herzberg : Tow factor
* Hygiene : factor to keep motivation
* Motivation factor : factor to motivate
+ H Vroom : Expectancy Theory ( work hard recieve much )
- Perquisite & Fringe Benefit
* Perquisite (Perks): Phần thưởng nhỏ motivate, ko có tính
hệ thống vn như parking, dinner
* Fringer Benefit : phần thưởng motivate có tính hệ thống.
vd như bảo hiểm, education.

7. Communication
- Plan Communication ( base on stakeholder needs and available OPA )
- Factor impact communication technology
+ Urgency
+ Available technology
+ Easy of use
+ Project ENV
+ Sensitive * confidentiality
- Communication Models ( 55% Non-verbal,Pitch and tone, Effective
listening )
+ Encode
+ Transmit Message
+ Decode
+ Acknowleage
+ Feedback/Response
- Communication methods
+ Interactive ( tương tác 2 hay nhiều chiều . vd : phone call,
meeting, instant message, video conference)
+ Push : send to specific receivers. Ensure information is
distributed, not ensure recieve or understood
vd : letter, memo, reports, emails, faxes, void mail, blog )
+ Pull : large voulme of information or audiences. Require
recievers access the content vd :
Intranet site, e-learning, lesson learned db..
- Meeting rules ( most in executing )
+ Plan & prepare
+ Stick to plan
+ Follow up
- Manage Communication ( create, distribute, receive, storing,
disposition information base on Plan )
- Performance reports
+ Status report : detail
+ Progress report : high level.
- Issue log
+ PIC
+ Resolution
+ Due date
+ Status
- Control Communication ( ensure information needs of stakeholder are met
)
- Communication Types
+ Meeting, ad- conversation >> informal verbal
+ Memo, note, email >> Informal written
+ MoM, Long distance, technical solution, PM Plan, contract,
Charter >> formal written
+ Presentation , key speech, Keynote address >> formal verbal.
+ Poor performance 1st time >>> informal verbal. 2nd time >> formal
written
- Face to Face communication ( pay attention to body language & tone )
+ 55% : body language
+ 38% : tone & picth
+ 7% : words
- PM spend 90% time for communication, 50% for team.
- Introverts & Extroverts
+ Introverts > huong noi >> Private
+ Extroverts > huong ngoai >> public
8. Risk
- Overview
+ Pure risk : chỉ có impact ko có opotunity
+ Business risk : có cả thread & opotunity
+ Risk averse : people does not 1 2 take risk
+ Risk tolerances : khoảng chấp nhận risk
+ Risk thresholds : ngưỡng chịu risk
- Risk factors
+ Probability
+ Impact
+ When
+ Frequency
- Risk register
+ Risk list
+ List of potential response.
+ Root Cause
- Diagramming techniques (identify risk)
+ Cause and effect diagrams.
+ System or process flow charts
+ Influence diagrams.
- Scope baseline : important input of Identify & Quatitative.
+ Plan risk management
+ Identify risk
- Risk quatitive > ranking (main output : risk register update &
assumption log update )
+ Probability & impact assessment
+ Probability & impact matrix
- Risk quantitive > choosing
+ Quantitative Analysis
* Sensitive (Tonado)
* EMV và Decision Tree
+ Modeling technique
 * What-If
* Monte-Carlo
- Plan risk response (main output : PMP,risk register update & assumption
log update )
+ Address risk by priority
+ Insert resource, activities into budget, schedule, PMP.
- Strategy for negative risks
+ Advoid
+ Transfer
+ Mitigate
+ Accept
- Strategy for positive risk
+ Exploit ( increase probability to happen )
+ Share
+ Enhance ( increase positive impact )
+ Accept
- Contingent Response Strategy ( must have trigger to enable response
plan )
+ Contingency Plan or fallback plan.
- Control risk
+ Implement risk response plan
+ Tracking new/residual/current risks
+ Evaluate process & optimize
+ Tool & Technique
* Risk reassessment
* Reserve Analysis
* Variance & trend Analysis
- Processes
+ Unidentified risk happend > workaround > Inform management >
Assess Identify Process > Impact (use management reserve)
+ Second risk appear > Quality > Quanlity > Response Plan > Control
+ Known Unknown ( contingency reserve)
+ Unknown Unknown ( management reserve)
+ Residual risk > no need to plan ( already plan )
- Risk appear
+ Dont change plan, have reserve > active ( Accept )
+ Change plan > advoid, transfer, mitigation.
+ Do nothing > passive

9. Procurement
- Overall
1. Make or buy
2. Create Procurement plan
3. Create Procurement SOW
4. Select type of contract
5. Finish procurement documents
6. Create source selection criteria
----
7. Advertising
8. Send documents
9. BID conference
10. Proposal response
11. Review response/analysis/independent estimate
12. Ask seller demo ( if required )
13. Negotiation > agreement > selected seller
----
14. Contract change system
- Itegrate with change control system
- Dispute resolution procedure.
 15. Payment system
16. Inspection & Audit
17. Record management system
18. Claim administration
- Discussion
- Negotiation/Compromise
- Mediation
- Arbitration
----
19. Procurement audit
20. Negotiation
21. Acceptance
22. Lesson learned
23. Financal closure
- Contract Type
1. FP
- Scope clear
- Seller take the most risks
- Seller pay attention to SOW
- Seller 2 1 cut scope
- Seller need big amount of reserve
+ FP, FFP, Lump Sum
+ FPIF (performance)
* PTA ( the point where seller still have
profit )
* Fomular : (Celling price - Taget price )/ buyer
ratio + Target Cost.
+ FPAF
+ FPEA
2. CR
- Scope still have unclear
- Buyer take the risk higher than seller
- Buyer have to audit invoice
- Seller have to have accounting system
+ CPF, CPFF
+ CPPF
+ CPIF(performance)
* Seller additional fee = (Final cost -
Estimated cost)* seller ratio.
* Final fee = seller additional fee + fee.
+ CPAF
3. T&M
- Lever of effort can not be defined at the time contract is
awarded
- Need statement not to exceed & time limit.
- Contract vs Risk
1. FP/FFP/Lump Sum
2. FPIF
3. FPAF
4. TM (statement)
5. CPAF
6. CPIF
7. CPF
8. CPPF
- Procurement documents
1. Information for seller
2. Contract SOW
3. Proposal term & Conditions
4. Non-disclose agreement (NDA)
 6. RFI
7. RFP (CR)
8. RFB (FP)
9. RFQ (TM)
10. Tender notice (goverment)
11. Invitation for negotiation
12. LOI
13. Privity of contract
14. Teaming agreement
- Contract element
1. Offer
2. Acceptance
3. Capacity
4. Consideration
5. Legal
- Contract Purpose
1. Mitigate or allocate risk
2. Role & reponsibility
3. Legally binding
- Termination
1. Convenient > Customer dont want to continue > Customer pay work
finished and in progress
2. Brench > buyer/seller break contract > buyer pay for finished
works if seller break and wheras
3. Mutual agreement
- Plan Procurement > Make or buy > documents
- Conduct > selected seller & agreement
- Control > follow agreement
- Close > lesson learned

10. Stakeholder
- Stakeholder most important in Init process > Focus on Stakeholder on
Init
- Stakeholder from operation process need to be included
- Large stakeholder > document only influential.
- Stakeholder Register
1. Identification Information
+ Name, location ,
2. Assessment information
+ Expectation , interest, needs....
3. Clasification information
+ External/Internal
+ Neutral/ Resistant/Support
- Power/Interest grid
1. Manage closely
2. Keep satisfy
3. Keep informal
4. Monitor
- Sailent mode
1. Power/Domant
2. Legitimate/ Discreational
3. Urgent/ Demanding
4. Dominiant
5. Dangerous
6. Dependent
7. Definitive
- Stakeholder management plan
1. Desired & current level
2. Interelation ship between stakeholder
 3. Communication requirement of stakeholder
4. Information need to be distributed
5. Time frame & frequency
- Interpersonal skill
1. Building trust
2. Problem solving
3. Active listening
4. Overcome resistance
- Management skill
1. Facilitate consensus
2. Negotiation
3. Influence people
4. Modify organizational behavior
- Identify stakeholder > stakeholder register
- Plan stakeholder > strategy
- Manage Stakeholder > communicate & work with stakeholder
- Control Stakeholder > monitor & adjust strategy.

11. Code of ethic

- Reponsibility
- Respect
- Honesty
- Fairness

12. Utility
- Phase end review : whether to continue the project
- Long work package > milestone method > budget assign to milestone
- Project charter
1. Authority PM
2. Link project to ongoing work of the Organization
- Schedule data
1. Milestone
2. Ac list
3. Ac attribute
4. Contrains & Assumption

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