Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet

Chapter 1 – Introduction – Key Points

• “Good practice” does not mean that the knowledge described should always be applied uniformly on all projects; the project management team is responsible for
determining what is appropriate for any given project (PMI Bold)
• A project is a temporary endeavor undertaken to create a unique product, service or result
• Progressive elaboration is a characteristic of projects, meaning that it is developed in steps, and continues by increments. For example, items might be described in broad
terms at the start of the project but be defined in detailed terms by the conclusion of the project – from the preliminary project scope statement to the verified project scope
statement supported by a detailed WBS
• Projects are different than operations; projects are supposed to complete their objective and then cease to exist; operations continue indefinitely and sustain the business
• Projects are often conducted to support the organizations’ strategic plan, and to support one or more strategic element:
o Market demand
o Organizational need
o A customer request
o A technological advance
o A legal requirement
• Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements
• Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring &
controlling, and closing
• Managing a project includes 1) identifying requirements 2) establishing objectives 3) balancing scope, timing and cost 4) adapting the plan to different concerns of
stakeholders
• The five areas of expertise in the project management team include
o The project management body of knowledge (PMBOK)
o Application area knowledge, standards and regulations
o Understanding the project environment
o General management knowledge and skills
o Interpersonal skills
• Application area knowledge, standards and regulations are usually defined in terms of 1) functional departments (i.e. legal, marketing) 2) technical elements (i.e. software
development) 3) management specializations (i.e. government contracting) 4) industry groups (i.e. energy, financial services)
• Standards are guidelines or a preferred approach (i.e. ISO) and regulations are government-imposed requirements such as laws (i.e. EPA, contract law)
• The project environment includes cultural and social environment (people demographic, education, organizational accountability), the international and political
environment (time zones, different countries) and physical environment (is the team co-located?)
• General Management Knowledge and Skills including planning, executing and controlling to support the company. Supporting areas include 1) accounting 2) purchasing
3) sales 4) contracting 5) manufacturing & distribution 6) planning 7) HR 8) health and safety 9) IT
• The management of interpersonal relationships includes 1) communication 2) influence 3) leadership 4) motivation 5) negotiation 6) problem solving
• Programs vs. Project management – a program is a group of related projects that need to be managed in a coordinated fashion, such as the development of a new product
that contains multiple assemblies and includes related activities such as marketing plans
• A portfolio is a group of projects or programs that are managed together to meet company objectives, such as those to support a line of business or internal process
improvement
• Projects may be broken into subprojects, such as skilled labor (construction) on a larger project
• A Project Management Office is an organization to manage and coordinate projects that are under its domain. A PMO can oversee programs or projects. PMO’s are of
varying forms depending on the organization, where they can coordinate, manage or even execute projects

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 Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
• Key PMO features may include 1) coordination of resources 2) run PM Methodology 3) document repository 4) monitoring of project managers 5) coordination of overall
project standards
• PMO’s are different from project managers in that the project manager works on their specific project, while the PMO manages resources across multiple projects. The
project manager manages scope, schedule, cost and quality while the PMO manages overall risk, opportunity and interdependencies across projects. The project manager
reports on one project, while the PMO provides consolidated project reporting

Chapter 2 – Project Life Cycle and Organization – Key Points

• The project life cycle includes the phases necessary to work a project from beginning to end. The transition from one phase to another is generally recognized by some
kind of a deliverable or handoff. These phases generally define 1) work to be done that phase 2) when deliverables are generated 3) resources used in each phase 4)
control of each phase
• Costs generally are low at the start, are highest during middle phases, and drop off as the project is being completed
• Uncertainty and risk is highest at the start of the project and likelihood of project completion increases as it moves toward the concluding phases
• Stakeholders can more easily make changes at the start of the project early on; later the cost of changes grows very high as the project moves towards completion
• The completion and approval of one or more deliverables characterizes a project phase. A deliverable is a work product that can be viewed and assessed
• A project phase generally concludes with a review of the deliverable and to determine whether the deliverables are accepted or if more work needs to be done
• After each phase is completed authorization is generally needed to begin the next phase of the project (i.e. “kill point”)
• A typical project has the following phases:
o Initial – inputs include 1) ideas 2) project management team; outputs include 1) charter 2) scope statement
o Intermediate – outputs include 1) plan 2) baseline 3) progress 4) acceptance
o Final – outputs include approval, handover and the ultimate project deliverable, the product
• The reason that projects are initiated are to resolve business problems or to take advantage of opportunities
• The PRODUCT life cycle is “above” the project life cycle – it includes operations & development (which occur after the project has been completed) and include the
business plan, which starts before the project begins
• Project stakeholders are people involved in the project or impacted by the project. Stakeholders can be defined widely (i.e. the community who is impacted by pollution
and congested after the project to build a plant is completed) or narrowly (those working on the project). Negative stakeholders don’t want the project to be completed
(i.e. environmentalists). Positive stakeholders want the project to succeed
• Every project includes the following stakeholders
o Project manager – manages the project
o Customer / user – the people who use the end product generated by the project
o Performing organization – the company that the project team works for
o Project team members – doing the work
o Project management team – the managers running the project
o Sponsor – the group that provides the money and authorizes the project
o Influencers – not directly related to the project, but can impact the outcome
o Project Management Organization (PMO) 0 if it exists, may have some responsibility for completion
• Note that stakeholders may have differing objectives – finance may want it done for the lowest price, marketing may want the most features, IT may want the newest
technology, and environmentalists may want it to fail outright
• There are 2 major types of project-based organizations
o Organizations that make money by completing projects for other companies, such as consultants, architects, companies that make products for the US Military,
etc…
o Organizations that chose to adopt “management by projects” and have systems and processes in place to facilitate projects

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 Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
• Non project based organizations often lack tools and systems for project management, making a successful completion less likely
• Organizational cultures impact projects – entrepreneurial companies may accept high risk projects, and rigid hierarchy companies may challenge project managers who
seek authority
• There are 3 major types of organizations – 1) functional 2) matrix (with weak, balanced or strong types) and 3) projectized
• Functional organizations are traditional organizations with work “silos” like HR, accounting, production, marketing, etc… In these organizations the project manager has
little (formal) authority, finds it hard to obtain resources, reports to a functional manager, and is part time w/part time admin staff
• The projectized organization has most employees engaged in project work, and project managers have high authority and visilibity
• The “matrix” organization has elements of project and functional organization, where the project manager may report to 2 bosses (functional and project), and the weak
vs. strong shows the degree of autonomy and resources that the manager has available
• A PMO can exist in any organization type. The role may vary from advisor to having project managers report to the PMO
• The Project Management System consists of the tools, techniques, methodologies, resources, and procedures used to manage a project

Chapter 3 – Project Management Processes for a Project – Key Points

• In order for a project to be successful, the team must

o Select correct processes
o Use a defined approach to meet requirements
o Comply with requirements to meet stakeholder needs
o Balance 1) scope 2) time 3) cost 4) quality 5) resources 6) risk to complete the project
• The project manager is always responsible for determining what processes are appropriate for that project. This is known as “tailoring” the project
• Project team processes generally fall into one of the following categories:
o Project processes generally initiate, plan, execute, monitor, control and close a project
o Product-oriented processes create the product and vary by area
• The five process groups are 1) initiating 2) planning 3) executing 4) monitoring & controlling 5) closing
• Plan – Do – Check – Act is another way to accomplish this
• The Process Groups are not Project Phases!
• Initiating group for formal authorization of a project or a project phase. The basic scope, duration, deliverables and resources for the project are determined at this time.
The relationship of the project to the organization’s strategic initiatives is also identified. The project manager is also assigned during this phase. The project charter is
written, and when the charter is approved, the project becomes officially authorized. It is critical to involve stakeholders during the initiation phase
• The planning process group is used to plan and manage the project. These processes identify, define and mature the project scope, cost and schedule. Significant changes
during the life of the project will trigger the need to revisit planning process items. Key deliverables of the planning process include the project management plan, scope
planning, the WBS, activities, sequencing and scheduling, cost estimating & budgeting, and planning for risk, HR, communications and quality
• The executing process group contains the steps necessary to perform the work laid out in the project plan to meet the project’s objectives. The vast majority of the
project’s budget will be spent in this phase
• The monitoring and controlling process group contains steps and processes needed to watch project execution to identify potential problems and corrective action can be
taken to keep the project on track. This group also influences the factors that could thwart change control to ensure only approved changes get made (i.e. stop scope
creep)
• The closing process group includes the processes needed to formally conclude the project and hand off the completed product to the end customer
• All of the steps below (44) are mapped into the five groups listed above

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 Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Project Integration Management – Processes & activities required to ensure that the various elements of the project are properly coordinated to meet stakeholder expectations.
Area Process Inputs
4.1 Develop Project Charter ♦ Contract
which formally authorizes a ♦ SOW (includes business
project need, scope description, ♦ Project mgmt
strategic plan)
♦ EEF
♦ OPA (templates,
procedures)
4.2 Develop Preliminary ♦ Project charter
Project Scope Statement ♦ SOW
which provides a high level ♦ EEF
scope description ♦ OPA
4.3 Develop Project ♦ Preliminary project
Management Plan that scope statement
documents what is needed to ♦ Project management
define, prepare, integrate & processes
coordinate all subsidiary ♦ EEF
plans ♦ OPA
4.4 Direct & Manage Project ♦ Project management
Execution by executing the plan
work defined in the project ♦ Approved corrective
management plan to meet actions
requirements defined in the ♦ Approved preventive
scope statement actions
♦ Approved change
requests
♦ Approved defect repair
♦ Validated defect report
♦ Administrative closure
procedure
Tools and Techniques Outputs / Deliverables Process Other Notes
Group
♦ Project selection ♦ Project Charter Initiating Sponsor initiates the charter; charter
methods includes 1) requirements to satisfy needs
(“what”) 2) business needs that the project
methodology addresses (“why”) 3) justification 4)
♦ PMIS named project manager 5) milestones 6)
♦ Expert judgment assumptions 7) constraints (“fixed dates”)
8) business case 9) summary budget
♦ Project mgmt ♦ Preliminary project Initiating Scope includes 1) objectives 2) product
methodology scope statement requirements 3) acceptance criteria 4)
♦ PMIS project deliverables 5) constraints &
♦ Expert judgment assumptions 6) project organization 7)
initial risks 8) milestones 9) initial WBS
10) high level cost estimate 11) project
configuration mgmt requirements 12)
approval requirements
♦ Project mgmt ♦ Project management Planning Plan includes 1) processes selected 2) level
methodology plan of implementation 3) tools to be used 4)
♦ PMIS includes config interactions 5) how to execute work 6)
mgmt system to identify how to control changes 7) how to do
changes to product and configuration mgmt 8) baselines use 9)
control changes communication needs 10) project phases
♦ Expert judgment 11) key mgmt issues
♦ Project mgmt ♦ Deliverables Executing Actions include 1) perform activities 2)
methodology ♦ Requested changes spend money 3) train staff 4) manage
♦ PMIS ♦ Implemented change vendors 5) implement standards 6) create,
requests control & validate deliverables 7) manage
♦ Implemented risk & risk response activities 8) adapt
corrective actions scope changes as needed 9) manage
♦ Implemented communications 10) collect project data
preventative actions including cost & milestones 11) collect &
♦ Implemented defect document lessons learned and process
repair improvement actions
♦ Work performance
information (status,
budget, % complete)
4

Project Integration Management – Processes & activities required to ensure that the various elements of the project are properly coordinated to meet stakeholder expectations.
Area Process
4.5 Monitor & Control
Project Work through the
processes required to initiate, ♦ Work performance
plan, execute & close a
project to meet performance
objectives defined in the
project management plan
4.6 Integrated Change
Control by reviewing all
change requests, approving
changes & controlling
changes to the deliverables
& organizational process
documents
4.7 Close Project by
finalizing all activities across
all of the project process
groups to formally close the
project
Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Inputs Tools and Techniques Outputs / Deliverables Process Other Notes
Group
♦ Project management ♦ Project mgmt ♦ Recommended Monitor & Actions include 1) compare actual vs. plan
plan methodology corrective actions Control 2) determine corrective actions needed 3)
♦ PMIS ♦ Recommended analyze risks & ensure corrective actions
information ♦ Earned Value technique preventative actions taken 4) maintain information base 5)
♦ Rejected change ♦ Expert judgment ♦ Forecasts status reporting 6) forecasting
requests ♦ Recommended defect
repair
♦ Requested changes
♦ Project management ♦ Project mgmt ♦ Approved change Monitor & Change control is needed because projects
plan methodology requests Control seldom run according to plan. Changes
♦ Requested changes ♦ PMIS ♦ Rejected change must be managed; also includes
♦ Work performance ♦ Expert judgment requests documenting changes and only releasing
information ♦ Project management approved changes. Defect repair must be
♦ Recommended plan (updates) validated and quality controlled.
preventative actions ♦ Project scope
♦ Recommended management (updates) Configuration management also occurs –
corrective actions ♦ Approved corrective identify changes, determine if changes
♦ Recommended defect actions have been implemented, and verify
repair ♦ Approved preventative changes after complete.
♦ Deliverables actions
Every documented change must either be
♦ Approved defect repair
accepted or rejected by some authority.
♦ Validated defect repair
♦ Deliverables
♦ Project management ♦ Project mgmt ♦ Administrative closure Closing Updates after project completion include
plan methodology procedure 1) formal acceptance documentation
♦ Contract documentation ♦ PMIS ♦ Contract closure (written) 2) project files updated 3) project
♦ EEF ♦ Expert judgment procedure closure documents prepared (even for
♦ OPA ♦ Final product, service projects halted before completion) 4)
♦ Work performance or result historical information is used to update the
information ♦ OPA (updates) “lessons learned” database
♦ Deliverables
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 Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Project Scope Management – Processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully;
focus on what is and what is not included in the project
Area Process Inputs
5.1 Scope Planning by ♦ EEF
creating a project scope ♦ OPA
management plan which ♦ Project charter
includes how the WBS will ♦ Preliminary project
be created & defined scope statement
♦ Project management
plan
5.2 Scope Definition by ♦ OPA
developing a detailed ♦ Project charter
project scope statement ♦ Preliminary project
scope statement
♦ Project scope
management plan
♦ Approved change
requests
5.3 Create Work Breakdown ♦ OPA
Structure (WBS) by ♦ Project scope statement
subdividing the deliverables ♦ Project scope
& work into smaller, more management plan
manageable components ♦ Approved change
requests
5.4 Scope Verification ♦ Project scope statement
through formal acceptance ♦ WBS dictionary
of the completed project ♦ Project scope
deliverables management plan
♦ Deliverables
Tools and Techniques
♦ Expert judgment
♦ Templates, forms,
standards
♦ Product analysis
♦ Alternatives
identification
♦ Expert judgment
♦ Stakeholder analysis
♦ WBS templates
♦ Decomposition
♦ Inspection
Outputs / Deliverables Process Other Notes
Group
♦ Project scope Planning Project scope management plan includes
management plan 1) process to prepare detailed scope based
on preliminary scope 2) process to create
WBS from scope 3) process to specify
verification of deliverables 4) process to
control scope changes
♦ Project scope statement Planning Preparation of a detailed scope statement
♦ Requested changes is critical to the project success. Includes
♦ Project scope 1) objectives 2) scope description 3)
management plan requirements 4) boundaries (excluded
(updates) items) 5) deliverables 6) acceptance
criteria 7) constraints 8) assumptions 9)
organization 10) risks 11) milestones 12)
funding 13) cost estimate 14)
configuration management requirements
15) project specifications 16) approval
requirements
♦ Project scope statement Planning Decomposition divides work into smaller
(updates) elements by 1) identify deliverables 2)
♦ WBS structure and organize WBS 3)
♦ WBS dictionary decomposing upper WBS into lower level
♦ Scope baseline detailed components 4) assign ID codes to
♦ Project scope WBS components 5) verifying that degree
management plan of decomposition is sufficient.
(updates)
♦ Requested changes Each component must be assigned, and
defined in terms of how the project will
actually be executed and controlled.
♦ Accepted deliverables Monitor & Scope verification is primarily concerned
♦ Requested changes Control with acceptance of the scope by
♦ Recommended stakeholders
corrective actions
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 Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
5.5 Scope Control by ♦ Project scope statement ♦ Change control system ♦ Project scope statement Monitor & Uncontrolled changes called “scope
controlling changes to the ♦ WBS ♦ Variance analysis (updates) Control creep”. Change is inevitable, thus this
project scope ♦ WBS dictionary ♦ Replanning ♦ WBS (updates) process is needed
♦ Project scope ♦ Configuration ♦ WBS dictionary
management plan management system (updates)
♦ Performance reports ♦ Scope baseline
♦ Approved change (updates)
requests ♦ Requested changes
♦ Work performance ♦ Recommended
information corrective action
♦ OPA (updates)
♦ Project Management
Plan (updates)

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Project Time Management - Processes required to ensure timely completion of the project
Area Process
6.1 Activity Definition by
identifying the specific
activities that must be
performed to produce the
various project deliverables
6.2 Activity Sequencing by
identifying and documenting
dependencies among
schedule activities
6.3 Activity Resource
Estimating through
estimating the type &
quantity of resources needed
to complete each activity
6.4 Activity Duration
Estimating by estimating the
number of work periods
which will be needed to
complete individual
activities
Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Inputs Tools and Techniques
♦ EEF
♦ OPA
♦ Project scope statement
♦ WBS
♦ WBS dictionary
♦ Project management
plan
♦ Project scope statement
♦ Activity list
♦ Activity attributes
♦ Milestone list
♦ Approved change
requests
♦ EEF
♦ OPA
♦ Activity list
♦ Activity attributes
♦ Resource availability
♦ Project management
plan
♦ EEF
♦ OPA
♦ Project scope statement
♦ Activity list
♦ Activity attributes
♦ Activity resource
requirements
♦ Resource calendars
♦ Project management
plan (risk register,
activity cost estimates)
♦ Decomposition
♦ Templates
♦ Rolling Wave planning
♦ Expert judgment
♦ Planning component
(control account,
planning package)
♦ Precedence
diagramming method
(PDM)
♦ Arrow diagramming
method (ADM)
♦ Schedule network
templates
♦ Dependency
determination
♦ Applying leads and lags
♦ Expert judgment
♦ Alternatives analysis
♦ Published estimating
data
♦ Project management
software
♦ Bottom-up estimating
♦ Expert judgment
♦ Analogous estimating
(use actual duration of
similar activity from
past)
♦ Parametric estimating
(hours per meter)
♦ Three-point estimates
(average of most likely,
optimistic &
pessimistic)
♦ Reserve analysis
8
Outputs / Deliverables Process Other Notes
Group
♦ Activity list Planning The activity list does not include any
♦ Activity attributes schedule activities that are not required as
♦ Milestone list part of the project scope.
♦ Requested changes
♦ Project schedule Planning PDM (a.k.a Activity on Node) uses 4
network diagrams types of dependencies (F-S, F-F, S-S, S-F).
♦ Activity list (updates)
♦ Activity attributes ADM (a.k.a. Activity on Arrow) uses only
(updates) F-S dependencies. Allows dummy
♦ Requested changes activities to show logical relationships.
(Usually shown as a dashed line.)
3 types of dependencies - mandatory,
discretionary (best practices) and external.
♦ Activity resource Planning
requirements
♦ Activity attributes
(updates)
♦ Resource breakdown
structure
♦ Resource calendars
(updates)
♦ Requested changes
♦ Activity duration Planning
estimates
♦ Activity attributes
(updates)

Project Time Management - Processes required to ensure timely completion of the project
Area Process
6.5 Schedule Development
by analyzing activity
sequences, activity
durations, and resource
requirements to create the
project schedule
6.6 Schedule Control –
controlling changes to the
project schedule including
1) determining current status
of project schedule 2)
influencing factors that
cause changes 3)
determining that the
schedule has changed 4)
managing changes as they
occur
Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Inputs Tools and Techniques
♦ OPA
♦ Project scope statement
♦ Activity list
♦ Activity attributes
♦ Project schedule
network diagrams
♦ Activity resource
requirements
♦ Resource calendars
♦ Activity duration
estimates
♦ Project management
plan (risk register)
♦ Schedule management
plan
♦ Schedule baseline
♦ Performance reports
♦ Approved change
requests
♦ Schedule network
analysis
♦ Critical path method
♦ Schedule compression
♦ What-if scenario
analysis
♦ Resource leveling
♦ Critical chain method
♦ Project management
software
♦ Applying calendars
♦ Adjusting leads and lags
♦ Schedule model
♦ Progress reporting
♦ Schedule change control
system
♦ Performance
measurement
♦ Project management
software
♦ Variance analysis
♦ Schedule comparison
bar charts
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Outputs / Deliverables Process Other Notes
Group
♦ Project schedule Planning Critical Path is the longest path through a
♦ Schedule model data network diagram and shows earliest
♦ Schedule baseline completion of a project.
♦ Resource requirements
(updates) CPM uses the most likely estimate to
♦ Activity attributes calculate the float to determine project
(updates) duration and scheduling flexibility.
♦ Project calendar
Critical chain modifies schedule to account
(updates)
for limited resources. Define critical path,
♦ Requested changes
then apply resources – often path changes.
♦ Project management
plan (updates,
Schedule can be showed as a network
including schedule
diagram, bar chart (gantt), or milestone
management plan)
chart.
♦ Schedule model data Monitor & Key measures include Schedule Variance
(updates) Control (SV) and Schedule Performance Index
♦ Schedule baseline (SPI).
(updates)
♦ Performance Progress reporting includes actual start and
measurements finished dates, and remaining durations for
♦ Requested changes unfinished activities..
♦ Recommended
corrective actions Schedule revisions are a special category
♦ OPA of schedule updates – generally
incorporated in response to approved
♦ Activity list (updates)
change requests. The original schedule
♦ Activity attributes
baseline and model are saved to prevent
(updates)
loss of data.
♦ Project management
plan (updates)
 Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet

Project Cost Management – processes in planning and controlling costs so that the project can be completed within budget
Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes
Group
7.1 Cost Estimating through ♦ EEF ♦ Analogous estimating ♦ Activity cost estimates Planning Top down / analogous estimating is
approximating the costs of ♦ OPA ♦ Determine resource cost ♦ Activity cost estimate generally less costly and less accurate than
the resources needed to ♦ Project scope statement rates supporting detail other techniques.
complete project activities ♦ WBS ♦ Bottom-up estimating (description, basis of Bottom-up estimating accuracy is driven
♦ WBS dictionary ♦ Parametric estimating estimate, assumptions, by size of work items being estimated.
♦ Project management ♦ Project management constraints, ROM) Reserve analysis includes “known
plan (schedule & software ♦ Requested changes unknowns”.
staffing mgmt plan, risk ♦ Vendor bid analysis ♦ Cost management plan Project in initiation phase as rough order
of Magnitude (ROM) of –50/+100%, later
register) ♦ Reserve analysis (updates)
could go to –10%/+15%
♦ Cost of quality
7.2 Cost Budgeting by ♦ Project scope statement ♦ Cost aggregation ♦ Cost baseline Planning Cost baseline is a time-phased budget to
aggregating estimated costs ♦ WBS ♦ Reserve analysis ♦ Project funding measure and monitor cost performance.
of individual activities or ♦ WBS dictionary ♦ Parametric estimating requirements
work packages to establish a ♦ Activity cost estimates ♦ Funding limit ♦ Cost management plan Reserve are budgeted for unplanned, but
cost baseline ♦ Activity cost estimate reconciliation (updates) potentially required, changes to project
supporting detail ♦ Requested changes scope and cost – not part of the project
♦ Project schedule cost baseline or earned value.
♦ Resource calendars
Project funding requirements are derived
♦ Contract
from the cost baseline.
♦ Cost management plan
7.3 Cost Control by ♦ Cost baseline ♦ Cost change control ♦ Cost estimate (updates) Monitor & ♦ PV - Planned Value (also Budget at
influencing factors that ♦ Project funding system ♦ Cost baseline (updates) Control Completion BAC)
create cost variances & requirements ♦ Performance ♦ Performance ♦ EV - Earned Value
controlling changes to the ♦ Performance reports measurement analysis measurements ♦ AC - Actual Cost
project budget ♦ Approved change ♦ Forecasting ♦ Forecasted completion ♦ ETC – Estimate to Complete
requests ♦ Project management ♦ Requested changes ♦ EAC – Estimate at Completion
♦ Project management reviews ♦ Recommended Formulas to remember:
plan ♦ Project management corrective actions ♦ Schedule Variance = EV-PV
software ♦ Organizational process ♦ Cost Variance = EV-AC
♦ Variance management assets (updates) ♦ Schedule Performance Index = EV/PV
♦ Project management ♦ Cost Performance Index = EV/AC
plan (updates) (<1.0 overrun, 1.0 on budget, > 1.0
underrun)
♦ SPI, CPI used to forecast completion
date and project cost projection

10

Project Quality Management – processes to ensure that the project will satisfy the needs for which it was undertaken & implements the quality management system
Area Process
8.1 Quality Planning by
identifying which quality
standards are relevant to the ♦ Project scope statement
project and determining how ♦ Project management
to satisfy them
8.2 Perform Quality
Assurance by employing
activities to ensure the
project employs all
processes needed to meet
requirements
Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Inputs Tools and Techniques Outputs / Deliverables Process Other Notes
Group
♦ EEF ♦ Cost-benefit analysis ♦ Quality management Planning Quality is “the degree to which a set of
♦ OPA ♦ Benchmarking plan inherent characteristics fulfill
♦ Design of experiments ♦ Quality metrics requirements”
♦ Cost of quality (COQ) ♦ Quality checklists Customer Satisfaction: Conformance to
plan ♦ Additional quality ♦ Process improvement requirements, specifications, and fitness
planning tools plan (steps to analyze for use.
processes to identify
waste & non-value Quality is planned in, not inspected in.
added items Cost of quality is total cost of all efforts
♦ Quality baseline related to quality. Project may not reap
♦ Project management benefits since they are later in product
plan (updates) lifecycle (i.e. lower returns)
♦ Quality management ♦ Quality planning tools ♦ Requested changes Executing Deming: Plan, Do, Check, Act
plan and techniques ♦ Recommended Kaizen (Continuous Improvement): Small
♦ Quality metrics ♦ Quality audits corrective actions improvements in products or processes to
♦ Process improvement ♦ Process analysis ♦ Process analysis reduce costs and ensure consistency of
plan ♦ Quality control tools ♦ Quality control tools products or services.
♦ Work performance and techniques and techniques
information ISO 9000: An international standard that
♦ Approved change describes a recommended quality system.
requests Does not include quality procedures or
♦ Quality control forms.
measurements Heuristic is a rule of thumb (e.g. Rule of
♦ Implemented change Seven)
requests
♦ Implemented corrective
actions
♦ Implemented defect
repair
♦ Implemented
preventative actions
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 Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Project Quality Management – processes to ensure that the project will satisfy the needs for which it was undertaken & implements the quality management system
Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes
Group
8.3 Perform Quality Control ♦ Quality management ♦ Cause and effect ♦ Quality control Monitor & ♦ +/- 1 sigma = 68.26%
by monitoring specific plan diagram measurements Control ♦ +/- 2 sigma = 95.46%
project results to determine ♦ Quality metrics ♦ Control charts ♦ Validated defect repair ♦ +/- 3 sigma = 99.73%
if they comply with relevant ♦ Quality checklists ♦ Flowcharting ♦ Quality baseline ♦ +/- 6 sigma = 99.99 %
quality standards and ♦ OPA ♦ Histogram (updates)
Variable: Characteristic to be measured
identifying ways to ♦ Work performance ♦ Pareto chart ♦ Recommended
eliminate causes of (e.g. size, shape)
information ♦ Run chart corrective actions
Attribute: The measurement (e.g. inches,
unsatisfactory performance ♦ Approved change ♦ Recommended
♦ Scatter diagram pounds)
requests ♦ Statistical sampling preventative actions
Statistical Independence: The probability
♦ Deliverables ♦ Inspection ♦ Requested changes of 1 event occurring does not affect the
♦ Defect repair review ♦ Recommended defect probability of another event occurring.
repair
♦ OPA
♦ Validated deliverables
♦ Project management
plan (updates)

12

Project Human Resource Management – process the organize & manage the project team
Area Process
9.1 Human Resources
Planning by identifying,
documenting project roles,
responsibilities & reporting
relationships as well as
creating the staffing
management plan
9.2 Acquire Project Team
by getting the human
resources needed to
complete the project
9.3 Develop Project Team
by improving competencies
& interactions to enhance
project performance
Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Inputs Tools and Techniques
♦ EEF (organizational,
technical, interpersonal,
logistical & political)
♦ OPA (templates,
checklists)
♦ Project management
plan (activity resource
requirements)
♦ EEF
♦ OPA
♦ Roles and
responsibilities
♦ Project organization
charts
♦ Staffing management
plan
♦ Project staff
assignments
♦ Staffing management
plan
♦ Resource availability
Outputs / Deliverables
♦ Organization charts and
position descriptions
(hierarchical charts,
matrix charts, text
formats) – responsibility
assignment matrix
(RAM)
♦ Networking
♦ Organizational theory
♦ Pre-assignment
♦ Negotiation
♦ Acquisition
♦ Virtual teams
♦ General management
skills
♦ Training
♦ Team-building activities
♦ Ground rules
♦ Co-location
♦ Recognition and
rewards
13
Process Other Notes
Group
♦ Roles and Planning
Staff management plan includes 1) staff
responsibilities (role,
acquisition 2) timetable 3) release criteria
authority,
4) training needs 5) recognition & rewards
responsibility,
6) compliance 7) safety
competencies required)
♦ Project organization
charts
♦ Staffing management
plan
♦ Project staff Executing Conflict Resolution Techniques:
assignments ♦ Problem Solving (Address interests)
♦ Resource availability ♦ Compromising (Middle ground)
♦ Staffing management ♦ Forcing (Impose judgement)
plan (updates) ♦ Withdrawal (Avoidance)
♦ Smoothing (Peace keeping)
PMI recommends Problem Solving as best
choice followed by compromising.
Forcing is last.
♦ Team performance Executing Maslow’s Hierarchy of Needs (in order):
assessment includes 1) ♦ Physiological (Lowest)
improvements in skills ♦ Safety
for individuals 2) ♦ Social
improvements in ♦ Esteem
competencies for the ♦ Self-Actualization (Highest)
group as a whole 3)
reduce staff turnover MacGregor’s Theory X – People must be
rate constantly watched. They are incapable,
avoid responsibility, and avoid work.
MacGregor’s Theory Y – People are
willing to work without supervision and
want to achieve.
Ouchi's Theory Z - People work
effectively when secure, consulted and
held collectively responsible.

Project Human Resource Management – process the organize & manage the project team
Area Process
9.4 Manage Project Team
by tracking member
performance, providing
feedback, resolving issues
and coordinating changes to
enhance project
performance
Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Inputs Tools and Techniques Outputs / Deliverables Process Other Notes
Group
♦ OPA ♦ Observation and ♦ Requested changes Monitor & Lessons learned documentation can
♦ Project staff conversation ♦ Recommended Control include 1) org charts as templates 2) rules
assignments ♦ Project performance corrective actions or techniques that were particularly
♦ Roles and appraisals ♦ Recommended successful 3) virtual teams, location items
responsibilities ♦ Conflict management preventative actions that were successful 4) special skills
♦ Project organizational ♦ Issue log ♦ OPA (updates) discovered during the project
charts ♦ Project management
♦ Staffing management plan (updates)
plan
♦ Team performance
assessment
♦ Work performance
information
♦ Performance reports
14
 Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Project Communications Management – Processes required to ensure timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project
information; provide the critical links among people & information that are needed for successful communications
Area Process Inputs
10.1 Communication ♦ EEF
Planning by determining the ♦ OPA
information and ♦ Project scope statement
communications needs of ♦ Project management
the stakeholders plan (constraints,
assumptions)
10.2 Information ♦ Communications
Distribution through making management plan
needed information
available to project
stakeholders in a timely
manner
10.3 Performance Reporting ♦ Work performance
by collecting and information
disseminating performance ♦ Performance
information including status measurements
reporting, progress ♦ Forecasted completion
measurement & forecasting ♦ Quality control
measurements
♦ Project management
plan (performance
measurement baseline)
♦ Approved change
requests
♦ Deliverables
Tools and Techniques
♦ Communications
requirements analysis
♦ Communications
technology
♦ Communications skills
♦ Information gathering
and retrieval systems
♦ Information distribution
methods
♦ Lessons learned process
♦ Information presentation ♦ Performance reports
tools
♦ Performance
information gathering
and compilation
♦ Status review meetings
♦ Time reporting systems
♦ Cost reporting systems
15
Outputs / Deliverables Process Other Notes
Group
♦ Communications Planning Communication Methods:
management plan ♦ Formal Written – Project Plans/Charters
(provides 1) ♦ Formal Verbal – Presentations,
stakeholder Speeches
requirements 2) info to ♦ Informal Written – Memos, e-mail
be communicated 3) ♦ Informal Verbal – Meetings,
responsibility 4) Conversations
methods & frequency
5) escalation 6) Comm. Channels: N(N-1)/2 where N is
updating ) equal to the number of people.
♦
♦ OPA Executing
PM should spend 70 - 90% of their time
♦ Requested changes communicating.
Basic elements of communication:
♦ Sender (or encoder)
♦ Message.
♦ Receiver (or decoder)
Monitor & Performance Reporting Tools:
♦ Forecasts Control ♦ Status Report
♦ Requested changes ♦ Progress Report
♦ Recommended ♦ Trend Report
corrective actions ♦ Forecasting Report
♦ OPA ♦ Variance Report
♦ Earned Value**
 Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Project Communications Management – Processes required to ensure timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project
information; provide the critical links among people & information that are needed for successful communications
Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes
Group
10.4 Manage Stakeholders ♦ Communications ♦ Communications ♦ Resolved issues Monitor &
by managing management plan methods ♦ Approved change Control
communications to satisfy ♦ OPA ♦ Issue logs requests
he requirements of, and ♦ Approved corrective
resolve issues with, project actions
stakeholders ♦ OPA
♦ Project management
plans (updates)

16

Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is to increase the probability & impact of
positive events and to decrease the probability and impact of adverse events
Area Process
11.1 Risk Management
Planning by deciding how to ♦ OPA
approach, plan & execute
the risk management
activities for a project
11.2 Risk Identification by
determining which risks
might affect the project and
documenting their
characteristics
11.3 Qualitative Risk
Analysis by prioritizing
risks for further analysis or
action by assessing &
combining their probability
of occurrence & impact
11.4 Quantitative Risk
Analysis through
numerically analyzing the
effect on overall project
objectives of identified risks ♦ Project management
Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Inputs
♦ EEF
♦ Project scope statement
♦ Project management
plan
♦ EEF
♦ OPA
♦ Project scope statement
♦ Risk management plan
♦ Project management
plan
♦ OPA
♦ Project scope statement
♦ Risk management plan
♦ Risk register
♦ OPA
♦ Project scope statement
♦ Risk management plan
♦ Risk register
plan (schedule
management plan, cost
management plan)
Tools and Techniques Outputs / Deliverables Process Other Notes
Group
♦ Planning Meetings and ♦ Risk Management Plan Planning Risk management plan includes
analysis methodology, roles, responsibilities,
budget, timing, scoring / interpretation,
thresholds, reporting, tracking, etc.
Risk Categories:
♦ Technical
♦ Project management
♦ Organizational
♦ External
♦ Documentation reviews ♦ Risk register (includes Planning Risk Components:
♦ Information gathering list of risks, potential ♦ Risk event
techniques responses, root causes, ♦ Risk event probability
♦ Checklist analysis and updated risk ♦ Risk event consequence
♦ Assumptions analysis categories) ♦ Risk event status
♦ Diagramming
techniques
♦ Risk probability and ♦ Risk register (updates) Planning Use of low precision data may lead to
impact assessment faulty analysis.
♦ Probability and impact Risks calculated as high or moderate
matrix would be prime candidates for further
♦ Risk data quality analysis.
assessment
♦ Risk categorization
♦ Risk urgency
assessment
♦ Data gathering and ♦ Risk register (updates) Planning Quantitative analysis follows qualitative
representation including 1) analysis.
techniques probabilistic analysis
Objectives include:
♦ Quantitative risk of the project for
♦ Determine probability of reaching
analysis and modeling schedule & cost
project objectives
techniques (sensitivity outcomes 2) prioritized
list of quantified risks ♦ Determine size of contingency needed
analysis, expected
monetary value analysis, 3) trends in ♦ Identify risks requiring most attention
based on their priority
and decision tree quantitative risk
analysis, modeling & results) ♦ Identify realistic cost and scope targets
simulation)
17

Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is to increase the probability & impact of
positive events and to decrease the probability and impact of adverse events
Area Process
11.5 Risk Response
Planning by developing
options & actions to
enhance opportunities &
reduce threats to project
objectives
11.6 Risk Monitoring and
Control by keeping track of
identified risks, monitoring
residual risks and
identifying new risks,
executing risk response
plans and evaluating their
effectiveness throughout the
project life cycle
Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Inputs
♦ Risk management plan
♦ Risk register
♦ Risk management plan
♦ Risk register
♦ Approved change
requests
♦ Work performance
information
♦ Performance reports
Tools and Techniques Outputs / Deliverables Process Other Notes
Group
♦ Strategies for negative ♦ Risk register (updates) Planning Contingency Plan is a management plan
risk or threats (avoid, ♦ Project management that identifies alternative strategies to be
transfer or mitigate) plan (updates) used to ensure project success if specified
♦ Strategies for positive ♦ Risk-related risk events occur.
risks or opportunities contractual agreements Fallback plan is a management plan that
(exploit, share or identifies alternative project approaches if
enhance) the risk has high impact, or if the strategy
♦ Strategy for both risks might not be fully effective.
and opportunities
(acceptance) Contingency Reserve accounts for known
♦ Contingency response risks that have been accepted.
strategy Secondary risks arise from implementing
the contingency plan.
♦ Risk reassessment ♦ Risk register (updates) Monitor & Purpose of Risk Monitoring is to
♦ Risk audits ♦ Requested changes Control determine if:
♦ Variance and trend ♦ Recommended ♦ Risk responses implemented as planned
analysis corrective actions ♦ Risk response actions were as effective
♦ Technical performance ♦ Recommended as planned
measurement preventative actions ♦ Project assumptions are still valid
♦ Reserve analysis ♦ OPA ♦ Risk trigger has occurred
♦ Status meetings ♦ Project management ♦ Risk exposure has changed
plan (updates)
18

Project Procurement Management – processes required to acquire goods and services from outside the performing team; administering contractual obligations placed on the
project team by the contract
Area Process
12.1 Plan Purchases and
Acquisitions by determining ♦ OPA
what to purchase or acquire
and when to do it
12.2 Plan Contracting by
documenting products,
services & results
requirements and identifying
potential sellers
12.3 Request Seller
Responses by obtaining
information, quotations, bids
offers or proposals
Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Inputs Tools and Techniques Outputs / Deliverables Process Other Notes
Group
♦ EEF ♦ Make or buy analysis ♦ Procurement Planning Contract Type:
♦ Expert judgment management plan ♦ FP – Fixed Price or Lump sum.
♦ Project scope statement ♦ Contract types ♦ Contract statement of (Simplest form is PO) – risk on seller
♦ WBS work – needs to be ♦ CR – Cost Reimbursable (cost plus fee,
♦ WBS dictionary clear, complete and cost plus fixed fee or cost plus incentive
♦ Project management concise fee) – place risk on buyer
plan (risk register, risk- ♦ Make or buy decisions ♦ T&M – Time and Materials (aspects of
related contractual ♦ Requested changes FP and CR contracts) - Moderate cost
agreements, resource risk to buyer.)
requirements, project
schedule, activity cost
estimates, cost baseline)
♦ Procurement ♦ Standard forms ♦ Procurement Planning
Procurement management plan can include
management plan ♦ Expert judgment documents
1) type of contract 2) independent
♦ Contract statement of ♦ Evaluation criteria (can estimates 3) standardized procurement
work include cost, technical documents 4) constraints & assumptions
♦ Make or buy decisions capability, financial 5) lead times for contracting coordination
♦ Project management capacity, business type, 6) make-or-buy documentation 7)
plan (risk register, risk- references, etc…) scheduled dates in contracts 8)
related contractual ♦ Contract statement of performance metrics for managing
agreements, resource work (updates) contracts
requirements, project
schedule, activity cost
estimates, cost baseline)
♦ OPA ♦ Bidder conferences ♦ Qualified sellers list Executing All bidders conference Q&A should be put
♦ Procurement ♦ Advertising ♦ Procurement document in writing and issued to all potential sellers
management plan ♦ Develop qualified package as an addendum to the procurement docs.
♦ Procurement documents sellers list ♦ Proposals
19
 Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet
Project Procurement Management – processes required to acquire goods and services from outside the performing team; administering contractual obligations placed on the
project team by the contract
Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes
Group
12.4 Select Sellers by ♦ OPA ♦ Weighting system ♦ Selected sellers Executing Objectives of Negotiation:
reviewing offers, choosing ♦ Procurement ♦ Independent estimates ♦ Contract ♦ Obtain a fair and reasonable price
among potential sellers, and management plan ♦ Screening system ♦ Contract management ♦ Develop a good relationship with the
negotiating a written ♦ Evaluation criteria ♦ Contract negotiation plan seller (should be a win-win situation)
contract ♦ Procurement document ♦ Seller rating systems ♦ Resource availability Items to negotiate include:
package ♦ Expert judgment ♦ Procurement Responsibilities, authority, applicable law,
♦ Proposals ♦ Proposal evaluation management plan technical and business mgmt approaches,
♦ Qualified sellers list techniques (updates) contract financing, and price.
♦ Project management ♦ Requested changes
plan (risk register, risk-
related contractual
agreements, resource
requirements, project
schedule, activity cost
estimates, cost baseline)
12.5 Contract ♦ Contract ♦ Contract change control ♦ Contract Monitor & Contracts are often managed by a contract
Administration by managing ♦ Contract management system documentation Control department who have authority and
contract & relationship plan ♦ Buyer-conducted ♦ Requested changes responsibility for contracts. The PM must
between the buyer & seller; ♦ Selected sellers performance review ♦ Recommended work closely with this group to ensure that
documenting performance to ♦ Performance reports ♦ Inspections and audits corrective actions project objectives are met.
establish corrective actions, ♦ Approved change ♦ Performance reporting ♦ OPA
and manage contract change requests ♦ Payment system ♦ Project management
♦ Work performance ♦ Claims administration plan (updates)
information ♦ Records management
system
♦ Information technology
12.6 Contract Closure ♦ Procurement ♦ Procurement audits ♦ Closed contracts Closing Centralized Contracting – A separate
through completing and management plan ♦ Records management ♦ OPA (update contract contracting office handles contracts for all
settling each contract, ♦ Contract management system file, deliverable projects.
including resolution of any plan acceptance, and lessons Decentralized Contracting – A contract
open items ♦ Contract documentation learned documentation) administrator is assigned to each project.
♦ Contract closure
procedure

20