Short Notes

Introduction
1. Project => not repeated, has start and End, unique.
2. Project boundaries (a point in time, scope and cost that a project is authorized to its completion)
3. Divide the project into Phases or processes => project Life Cycle
4. Merging two organizations is an example for => project
5.
1) report to only one supervisor
2) Similar resources are centralized, as the company is grouped by specialties
3) project manager has little or no authority

Functional

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 Project Manager has full control of project.
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 No “ home” for team members when project is completed

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Project Oriented o.
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Or projectized
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Hybrid  PM’s Roles & authority mixed level

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Maximize the strengths of both the functional and project-oriented structures.

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Strong  Project Manager has full control of project.


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both functional and project managers share responsibility and budget

Balanced  PM authority is moderate,
Matrix  Have some authorities + in administrative Stuff + setting meetings.
 power rests with the functional manager, PM’s power is low
Weak  Project manager's authority over resources is low.
 influence stakeholders on a timely basis to project success
 PM (Expediter + Coordinator).
6. Organic or simple organizational => PM has little or no authority. Beyond PM power Escalate issue to sponsor
7. Composite = Critical Project + special team + collaborate together.
8. Functional manager has more legitimate (বৈধ) authority in a matrix organization than a project coordinator.
9. in a matrix, functional manager is responsible for individual performance appraisals rather than PM
10. If nothing given about organization structure=> assume matrix or functional, resources are owned by functional
managers.
11. The role of Project Manager is mostly part time in Organic and function organization structure.
12. project managers role in weak matrix or functional might be one of the following:
 Expediter: as a staff assistant and communications coordinator.
 Coordinator: similar to the project expediter, but coordinator has some authority and power to make
decisions, and reports to a higher-level manager.
13. Classification PMO:R/29,PM/48=>PMO settling/resolve conflict between projects, no authority over operations.
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  Supportive PMO provides a consultative role to projects by supplying templates, best practices, training,
access to information and lessons learned from other projects. PMO has low level of control over projects
 Controlling PMOs provide support and require compliance through various means. Power is moderate
 Directive PMO control and managing projects directly and PMs are assigned by and report to PMO. PMO
has a high level of control over projects.
14.
 Organizational Project Management (OPM):(portfolio + program + project) achieve strategic goals
 Portfolio: (program + project + operations) will best achieve organizations strategic goals
 Program: (Coordinates related projects + subsidiary programs + program) achieve specific benefits
 Operations: concerned with ongoing production of goods and/or services.
15. Organizational Structures
PM’s Controls PM Admin
Authority PM’s Role Resources Budget Staff
Organic/Simple Little/None Part-Time Little/None Owner Little/None
Functional Little/None Part-Time Little/None Func. Mgr. Part-Time
Multi-Divisional Little/None Part-Time Little/None Func. Mgr. Part-Time
Matrix-Strong Mod.->High Full-Time Mod. ->High PM Full-Time
Matrix-Weak Low Part-Time Low Func. Mgr. Part-Time
Matrix-Balanced Low->Mod. Part-Time Low->Mod. Mixed Part-Time
Project-Oriented High Full-Time High PM Full-Time
Virtual Low->Mod. Mixed Low->Mod. Mixed Mixed

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Hybrid Mixed
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Mixed Mixed Mixed Mixed

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PMO High Full-Time High PM Full-Time
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16. Various forms of power
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 Legitimate (positional, formal or authoritative) => is granted due to person's selection or appointment.
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 Coercive (punitive) => an explicit threat of disciplinary measures and negative consequences.
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 Expert => to meet with a more skillful

 Persuasive => uses arguments or rhetoric that motivate people to a desired course of action.
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 Reward-oriented => ability to give praise, monetary or other desired items, e.g. reward
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17. Predictive life cycles = waterfall life cycles, adaptive life cycle = agile
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18. In an adaptive lifecycle (change-driven life cycles, agile):

 Two processes (Validate Scope and Control Scope) are repeated, each iteration to confirm scope verification
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 Three processes are repeated for each iteration=> Collect Requirements, Define Scope, and Create WBS.
 Detailed scope is defined and approved at the start of the iteration.
 in execution- PM focus on building a collaborative decision-making environment and ensuring team has
ability to respond to changes
 PM spend less time developing and/or implementing => change management plan
19. In adaptive approach where cost is fixed=> schedule and scope must be adjusted to stay within cost constraint.
20. New technical aspects, lack of technical expertise => Expert judgment
21. In a predictive life cycle (waterfall) => scope, time, and cost are determined in the early phases. Any changes
are carefully managed.
22. Pre-project work => developing - needs assessment, business case, benefits management plan, key deliverables
23. Needs assessment=> understanding business goals, objectives, issues, and opportunities. It is first step of pre-
project work for new project.
24. Business documents (business case + benefits management plan) => Justify, Usually sponsor can change.
25. Business case has complete cost-benefit analysis => PM should justify.
26. Business cases (phase gate document) => strategies, objectives and operational, assumptions & constraints.
Addressing business problem or opportunity is a key element of business case. economic feasibility study
 While closing a project, business case is used to justify the project.

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  Describes necessary information from a business standpoint to determine whether expected outcomes of
project justify required investment.
 Contains information related to financial success factors associated to project.
 include the project success criteria and lists the objectives and reasons for project initiation
27. Benefits management plan include (PM/33) => 1. Target benefits, 2. Strategic alignment, 3. A timeframe for
realizing benefits, 4. Benefits owner, 5. Metrics, 6. Assumptions, and 7. Risks.
 Describes how well the project benefits align with the business strategies of organization.
 Defines benefits from project's deliverables, how benefits continue & value is maintained and improved and
who is responsible for doing that work.
 It contains, Project deliverables are handed over to who (before project charter creation).
28. inconsistencies between business case and project scope => Notify SH immediately
29. Reason why the project is authorized/initiated (Business case)
30. During closing, accuracy of Business Case documented in Lessons Learned Register
31. Once a project's business case has been approved, next => Create project charter
32. Feasibility study (Documented in business case) => establish validity of benefits of completing project and basis
for authorization of project management activities.
33. Ensure that deliverables are realistic => Conduct a feasibility study, and then evaluate results.

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34. Benefits owner =>a person who monitoring, recording, and reporting the realized benefits throughout project.

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35. Two types of OPAs:
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 processes, procedures, and policies o.
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 Organizational knowledge repositories.

36. OPA Contains
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 Project or phase closure guidelines or requirements. Also formal closure documents after completion
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 All official organizational standards, policies, procedures. internal escalation procedure

 any project documents, theft issue, meeting minutes, presentation materials, previous audits
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 Historical information and lessons learned knowledge repositories

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 who is responsible for approving the project management plan

 Who should be invited in kick-off meeting
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37. Summarization of a meeting => Minutes, considered as OPA and archived for future reference.
38. EEF Update=> O/P for (Acquire Resources, develop project team, Manage Project team).
39. EEFs refer to conditions, not under control of project team, that influence, constrain or direct the project.
40. EEF=>
 Stakeholder expectations- (risk thresholds, risk appetites), Organizational structure, organizational culture
& political climate, Skill assessments, training and certification activities, contract change control system,
program’s mission statement and authority relationships, Legal and regulatory requirements, configuration
management systems, commercial risk databases
 Market conditions and industry standards => EEFs external to the organization
 Resource - location, availability and skills, geographic distribution
 terminating employment of team members guidelines
41. Team member skills, competencies and specialized knowledge => EEFs may influence Develop Team process.
42. large long-term multinational project => considering additional EEF (Exchange rates + inflation)
43. OPA will update:
 O/P for update (Manage Project Knowledge, Manage Communication, Acquire Resources, Develop Team,
Monitor Risks, Plan Procurement Management, Control Procurements, Close project/phase)
 Project files. Project or phase closing documents
 Reserve/pre-acquire the required resources.
 Causes of variances. Corrective action chosen and reasons
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  Other type of lessons learned from project scope control or any
44. OPA=> certificates of appreciation, corporate apparel, and other organizational perquisites
45. commercial ==EEF, financial= OPA
46. Building trust: (Management Skills) is most important at the primary (starting) Meetings.
47. Rolling wave planning is an iterative planning process which will allow near-term activities to be planned in
detail while leaving activities further out planned at a higher level. It is better to not plan the entire project first.
It is an Iterative scheduling with backlog in agile
48. Progressive elaboration => greater amounts of information and more accurate estimates. Rolling wave planning
is a form of progressive elaboration. It is a wider concept than rolling wave planning.
49. Iterative scheduling => form of rolling wave planning based on adaptive life cycles (agile approach). It welcomes
changes throughout development life cycle and may reduce or eliminate formal change control process.
50. Time-boxing (agile approach) => used where requirements change frequently. Requirements are documented in
user stories that are prioritized and refined just before being developed. Used for minimizing scope creep as it
forces teams to process essential features first
51. Lessons learned register (O/P- Manage Project Knowledge): is an example of Project Document not OPA
 Record knowledge gained during a project, used in current project and future project.

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 Main reason- To support continuous improvement efforts. New information recorded So that used to
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improve performance on the current project as well as future projects.

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 To enable the ongoing improvement of products, services, and processes
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 Reasons of success and failure. The reason behind your corrective Action
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 Updated throughout the project, starting from the initiation phase.
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 During Close Project or Phase process, lessons learned register is archived as an organizational process asset
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to lessons learned repository for future projects.

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52. Lessons learned repository=> final lessons learned of a completed project or phase. Contains information (risk
etc.) of previous projects. Organizational knowledge base includes this repository
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53. Lessons learned meetings can be held by team to discuss what worked well during project/phase and what could
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be improved. Those meetings are conducted during Control Quality

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54. Before Transfer a resource => Ask the resource to document any lessons learned during the project
55. Formal procedures = change control system.
56. Configuration control is focused on both deliverables and process, whereas change control is focused on
identifying, documenting and controlling changes to project.
57. Configuration management plan=> defines which project artifact/items will be formally controlled and
therefore require a change request to make modifications. It also describes how project artifact information will
be recorded and updated to ensure project remains consistent and/or operative. Also defines process for
controlling changes to such items.
58. Configuration Mgt. activities are documented as part of requirements management plan (O/P-Plan Scope Mgt.).
59. Change management plan => process for managing change on project. Change control boards (CCB)
responsible for reviewing, evaluating, approving, delaying, or rejecting changes. Board’s decisions always
documented in change log. CCB may build (project manager, customer, experts, sponsor, functional managers
and SH). Also capture roles & responsibility and level of authority of CCB. It is a component of the project
management plan and is developed as part of the Develop Project Management Plan process.
 main purpose- To ensure project goals remain aligned with business needs
 committee rules and procedures for decision making, it also specifies the number of people needed to pass
a vote, who has the authority to break ties when voting on change requests, and who may have the ability to
overrule the committee in certain cases

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  CCB often uses Multi-criteria decision analysis to evaluate requested changes. Also use voting and
autocratic decision making.
 It does not identify which project artifacts/items are controlled.
60. Change Request Sequence (Help- Tridib Roy CR)
1) CR requested by a Stakeholder
2) Enter the request in change log
3) Project Team assess the change on Project constraints and other factors.
4) Stakeholder is informed about the impact of the Change
5) The CR is shared to CCB for review and approval
6) CCB Approves/Rejects/Defers CR and shares to sponsor for final authorization if Sponsor is not part of CCB.
7) CCB /Sponsor decisions are recorded in change log
8) Update Project Management Plan/Baselines/ affected documents
9) Inform the Stakeholder with change log information and outcome.
10) Implement the approved CR
11) Update with validated changes post Approved change request review by QC or related team.
61. Change request: Read also Ex.-R/158
 Corrective Action = realign performance. An intentional activity. Taken when project has deviated from
planned scope, schedule, cost or quality requirements. = Bring inline,
 Preventive Action => ensure future performance = aligned, keeping errors out of process.
 Defect Repair (rework) => modify/change nonconforming product or component. Conduct in Direct and

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Manage Project Work process.
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62. Corrective actions are taken as a result of comparing and monitoring project performance against baseline.
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63. PM should first understand changes requests in requirements and analyze its impact on scope, schedule, quality,
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cost, resources and risks before issue/raise change request.

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64. Corrective & preventive action normally not affect baselines, only performance against baselines.
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65. Difference Corrective & preventive action => Preventive action is taken for a pre-identified risk before it occurs
and avoid from future occurring. Corrective action is taken after risk occur, i.e. when a problem was identified
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after a failure occurred and steps are taken to prevent the problem from happening in the future.
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66. Prevention (keeping errors out of process) and inspection (keeping errors out of the hands of customer);
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67. Change Requests are required For=> Controlled Documents. Project Management Plan (with all its subsidiary
plans and baselines), while all the rest are non-controlled documents.
68. Changes come from (PM, sponsor, customer, Project team management, Any stakeholders (Also vendors))
69. Conducting/done impact analysis, next do => change management plan should be consulted.
70. mandatory regulatory law/compliance => submit a change request
71. Approved change request (O/P- Perform Integrated Change Control) => done in Executing (Direct and Manage
Project Work process )
72. If a request has been approved, thought it contradicts original requirements => Implement change request
73. team never implemented approved change request => Holding approved change request review
74. Approved change request + new PM => Consult change management plan
75. Approved/Refused change request should be captured in change log. Do not need to be recorded in issue log.
76. Found undocumented/unauthorized change (critical component) => Record the change in change log
77. Critical business requirements miss=> Submit change request to begin process of review to see if they need.
78. CCB should always communicate their decision to the request owner.
79. Before approval of PMP or baselines (scope, cost and schedule baselines- components of PMP) => no change
request is required to change PMP as many times as needed. It happens during planning phase.
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80. Approved Change Requests as Input to 3 process (O/P - Perform integrated change control):
1) Direct and Manage Project Work
2) Control Quality and
3) Control Procurements
81. Approved change requests review is a meeting that should be conducted as part of the Control Quality process
through inspection to ensure that all approved change requests were implemented as approved.
82. Measure project performance=> in order to identify and quantify any variance and corrective actions.
83. Re-test refer to => Approved change requests
84. Once change request has been approved , Perform Integrated Change Control process is complete,
85. Approved change request successfully implemented and/or solution a problem => 1st issue log should be updated
=> then lessons learned register could be updated later, as necessary
86. Minimize tests number => submit change request
87. Change log => contains status of all change requests (Approved + rejected + defer).
88. Miss critical technical component => Submit a change request to add that
89. Fixing issue will increase scope and costs, but sponsors do not have additional funding=> Conduct Perform
integrated Change Control process.

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90. All Monitoring and Controlling processes (except Perform Integrated Change Control) will generate CR.

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91. A key stakeholder calls PM over phone and requests to start working on a change urgently => Advise him to
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92. SH request to add work, but sponsors not funding => Tell SH scope cannot be added (Best OP- scope cannot be
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changed without an approved changed request).

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93. Scenarios & the appropriate process, & process would generate requests for corrective action
When Process Name
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1. When meeting with customer to obtain acceptance of deliverables Validate Scope

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2. When measuring project performance against the performance Control Scope, Control Schedule,
measurement baseline Control Costs
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3. When making sure people are using the correct processes Manage Quality
4. When making sure deliverables meet quality standards Control Quality
5. evaluating whether performance reports are meeting SH’s needs Monitor Communications
6. When working with team & evaluating team members' performance Manage Team
7. When you notice that there are many unidentified risks occurring Monitor Risks
8. When evaluating a seller's performance Control Procurements
9. When communicating with stakeholders to resolve issues and manage
Manage Stakeholder Engagement
their perceptions about project
10. When assessing stakeholder relationships Monitor Stakeholder Engagement
94. When implementing process improvement with Approved change request, update:
 Lessons learned register
 Quality management plan
 OPA
95. In reporting or any meeting always present the actual status/true of the project
96. Absence of Approved change requests to update any component of PMP, is false answer.
97. ultimate authority to approve the change request => sponsor
98.
 Larger is better => BCR, net present value (NPV) (if NPV calculated not consider year), internal rate of
return (IRR), SPI, and CPI.
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  Less is better => Return on investment (ROI), TCPI
99. Operations and projects may intersect at each closeout phase.
100. Work performance Information/report=> O/P of monitor & control processes.
101. Work performance data (O/P- only Direct and Manage Project Work) => raw results, observations and
measurements, need first collect to determine the effectiveness of the risk response.
 Reported percent of work physically completed, schedule progress
 Quality & technical performance measures, key performance indicators (KPI)
 Start and finish dates of schedule activities, story points completed
 Number of change requests and defects, deliverables status
 Actual costs & durations, seller invoices that have been paid.
102. work performance information:
 Status of completed deliverables (accept/reject + cause), implementation status for change requests, and
forecast estimates to complete.
 It is not typically shared with stakeholders as a status report.
 Project health/how well the project.
 Result of variance analysis to compare planned risk response to actual impact on
schedule and cost.
103. Work performance reports: The physical or electronic representation of work
performance information compiled in project documents, which intended to generate

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decisions or raise issues, actions, or awareness

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 Status and progress reports. project reports, records & presentation, Memos,
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Justifications, Information notes, Electronic dashboards, Recommendations,
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 Send to stakeholder for notifications & feedback

 Dissemination it, occurs in Manage Comm. process. Added to lessons learned
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 Contains earned value graphs, forecasts, reserve burndown charts, defect

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histograms, contract/procurement performance information, risk summaries, Stop

light charts.
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 I/P- 4 (Perform Integrated Change Control, Manage Team, Manage Communications and Monitor Risks)
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104. Multiple projects are being managed in a coordinated manner

 program manager is leading all projects, He has authority to reallocate resources
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 Capturing lessons learned, which may benefit other program components/projects or future project.
105. leadership style- LTSTCI
 Laissez-faire: team make their own decisions and goals
 Transactional: Focus on goals, feedback and accomplishment to determine rewards; management by
exception
 Servant: Demonstrates commitment to serve and put other people first
 Transformational: Empowering followers through idealized attributes and behaviors, inspirational
motivation, encouragement for innovation and creativity and individual consideration
 Charismatic: Able to inspire; is high-energy, enthusiastic, self-confident; holds strong convictions
 Interactional: combination of transactional, transformational and charismatic
106. Maslow 5 levels human needs from bottom to top=>physiological, safety, social, esteem, & self-actualization.
107. PM must strike right balance between management and leadership skill to be successful.
108. Statements such as 'always', 'never’, 'only' etc. are typically incorrect.
109. Any Qus. contains Add or change, find least likely/false Ans => the Statements with “Create”
110. Good practice does not mean=>knowledge, skills and processes should always applied uniformly to all projects.
111. Business analyst => gathering and documenting business requirements. Collaborative relation with PM
112. In agile, PM’s role => More servant leadership and team delegation
113. Incremental revenue must exceed costs by at least 25%, Therefore, Benefit-cost ratio (BCR) must exceed 1.25

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114. Company got merged, name and its policies got revised, in closure process=>Refer to Updated OPA
115. move to operation (Business Realization phase)
116. evaluates variance => Monitor and control
117. BUSINESS VALUE:
Tangible Intangible
1. Monetary assets 1. Goodwill
2. Stockholder equity 2. Brand recognition
3. Utility 3. Public benefit
4. Fixtures 4. Trademarks
5. Tools 5. Strategic alignment
6. Market share 6. Reputation
118. During planning phase, New PM become familiar with project’s status => Check PMIS
119. Requirements classifications: PM/148
1) Business: the higher-level needs of the organization as a whole.
2) Project: the actions, processes or other conditions that a project needs to meet.
3) Solution: describe features, functions, and characteristics of the product, service or result that will meet the
business and stakeholder requirements. It has two types- Functional & Nonfunctional requirements
4) Stakeholder: describe needs of a stakeholder or stakeholder group.

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5) Quality: include tests, certifications, validations, etc.
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6) Transition and readiness: such as data conversion and training requirements, needed to transition from the

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current as-is state to the desired future state.
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120. Project may unsuccessful even meet all objectives=> change in business needs or market environment may
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obsolete project’s object benefits.

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121. Six competing project constraints are scope, quality, schedule, budget, resources and risk.
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122. PMI Talent Triangle=> Technical project management, Leadership & Strategic and business management
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123. Code of Ethics & Prof. Conduct has 4 foundation (PMI values)=> Responsibility, respect, fairness & honesty
124. at the start=>
 Cost and staffing levels are low. Ability to influence final characteristics of product is highest.
 SH influences are greatest and decrease over the life of project. Uncertainty/Risk is high.
125. dividing project into phases works best when:
 Work has a distinct focus that differs from other phase. involves different organizations, location & skill
 Achieving primary deliverable or objective of phase requires controls or processes unique phase or activities;
 Close of a phase ends with some form of transfer or hand-off of work product.

Integration
126. Integration Management - Helps to combine and unify other project management processes.
127. PROCESSES
1) Develop Project Charter (I) - Authorizing the project; providing the PM with authority. See later
2) Develop Project Mgmt. Plan (P) - Integrating subsidiary plans into a comprehensive project plan. See later
3) Direct & Manage Project Work (E) - Performing project work; implementing approved changes.
4) Manage Project Knowledge (E) - Using and creating knowledge to support the project/organization.

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 5) Monitor and Control Project Work (M) - tracking, reviewing and reporting overall progress against objectives
defined in PMP. This process helps stakeholders to understand current state of project.
6) Perform Integrated Change Control (M) - reviewing all change requests; approving and managing changes
to deliverables, project documents, PMP and communicating decisions. Conducted throughout project.
7) Close Project or Phase (C) - Formally completing the project or a phase of the project.
128. Initiating Process Group is made up of two processes=> Develop Project Charter and Identify Stakeholders.
129. PMP approved for first time in project life cycle => At the end of project planning before project execution
130. PMP has been reviewed and approved=> project execution begins=> start acquiring project resources
131. First steps in initiating a project are to understand the goal, the requirements and to create a charter.
132. Project Charter:
 Contain high-level information, requirements & risks, assumptions, constraints, milestone list
 Contain Measurable deliverables and performance criteria.
 Person can change (sponsor). Typically not changed once its final version has been approved and signed.
 For changing PM should consult/notify sponsor or need sponsor’s advice.
 After got approval Share with stakeholders & meet to learn the key project elements
 defines understanding the customer needs
 Creating final report refer to this
 not include- detailed project budget, development approach, acceptance criteria
 Include- product description, success criteria, approval requirements and who will sign off on project, exit

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criteria or accomplishment criteria, Preapproved financial resources, service level agreement (SLA)

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 Key benefit- Linking the project to the strategic objectives of the performing organization
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 Refused PMP => refer to project charter
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 Help to decompose the requirements into finer details.
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 It is not a contract because there is no consideration or any money promised or exchanged in its creation.
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133. Project management plan (PMP)

 Defines basis of all project work and how the work will be performed.
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 Main components- scope baseline, cost baseline, schedule baseline and PMB
 describes how a project will be closed
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 information about Transferring the ownership to who

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 During closing, PM review it to ensure all project work is completed and project has met its objectives.
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134. Phase gate (phase review, stage gate, kill point and phase entrance or phase exit) => held at the end of a phase,
to review project performance and determine- termination or proceed to next phase. A checkpoint before
proceeding. Determine if exit criteria have been met.
135. end of each phase => Conducting a phase review meeting => Transfer ownership of deliverables
136. A multi-phase project in phase gate need to determine current phase success & proceed to next phase => PMP
+ Project charter + business documents
137. Iteration retrospective
 Scheduled meeting used on agile framework at the end of each iteration.
 Analyze feedback and capture lessons learned for future releases/iteration.
 Regularly check effectiveness of quality processes.
138. Project retrospectives=>conduct at end of project and review performance and lessons learned for whole project.
139. Retrospective => are recurring meetings that can be held whenever any part of the project closes where there
is an opportunity for recording lessons learned, improvements and evaluate practices. Using retrospectives
would be the best tool for the project manager to use on his project to manage quality.
140. Agile projects conduct both iteration and project retrospectives.
141. Kickoff Meeting (Participants- PM, project team, sponsor, senior & functional management, other SH,
customers, sellers).
 Main objectives: announce start of project, key milestones, and explain roles and responsibilities of each
stakeholder in order to inform & engage stakeholders and gain commitment.
 Large project => it happens in Execution Process Group (start of project execution)
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  Small project => it happens in planning process group (shortly after initiation).
 If nothing mentioned => end of planning and the start of executing, consider it large by default.
 Multi-phase project, it happens at beginning of each phase.
 Kick-off meetings affects Manage Stakeholder Engagement, as well as Develop PMP process.
 In this meeting Implementation strategy is shared by PM, where Strategic direction is shared by Sponsor.
142. End users, customers are more likely included in kick-off meeting of agile project rather than waterfall project
143. After approving Project Charter, top priority to do next=> Identifying project stakeholders
144. In 1 week will Kick-off meeting, To ensure deliverable are realistic=> PM needs to conduct feasibility study &
then evaluate results,
145. approving Project Charter + also provided a list of key stakeholders, do next => identify all stakeholders
146. Project charter distributed to project stakeholders=> Develop Project Charter process
147. key stakeholder miss an event on vacation => PM miss to provide stakeholder with approved project charter
148. difficulty getting sign off on decisions => Lack of a project charter
149. PM assigned a running project & realize project charter was never established => Establish a project charter at
the point where PM entered the project
150. Issue Log (O/P- Direct and Manage Project Work):
 All issues, problems of current project are recorded and tracked. No need change request for update

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 contains details on problems, gaps, inconsistencies, and conflicts encountered by the project team
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 Any project member’s or stakeholder’s concerns are documented in the issue log

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 Includes- the issue description and final solution, Key stakeholder's attitude toward the project
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 Does not contain- identified risks. o.
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 first record if lack of resources

 Update in O/P of manage SH so when occurs any problem between SH’s 1st update issue log and assign
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one of team to follow

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 Minimum=> issue owner name + target resolution date.

 Maximum=> issue owner name + target resolution date + financial/schedule impact on project
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151. Inconsistencies = issues.

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152. stakeholder warns about an issue => Update Issue Log

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153. During planning phase, a key SH, will be unavailable for 3 weeks => 1st Update issue log and notify other SHs.
154. Project governance framework is part of the OPA=> I/P Develop Project Charter.
155. Assumption log (assumptions and constraints log) => record all assumptions and constraints throughout project
life cycle, found information regarding factors without proof in planning process. information about relative
power, interest and engagement of stakeholders
 A comprehensive list of factors that could either benefit or constrain the project.
 Machine downtime/speed up, any future threat should be capture here. newly identified constraint
 During Direct and Manage Project Work process, new assumptions and constraints added and updated it.
156. Customer refused deliverables because not meet objectives or goals of Project => review Project Charter.
157. Project management information systems (PMIS):
 Consists of T.Ts (IT software tools) used to gather integrate and disseminate outputs of project management
processes. E.g. online database
 Ensure that stakeholders can easily retrieve information they need in a timely manner.
 PMIS used to update the project schedule to reflect changes resulting from fast tracking.
 It can automatically gather and report on project key performance indicators.
 T.T- Estimate Activity Resources, Manage Team and Control Resources processes
158. Work authorization system (WAS) is a subset of the PMIS and is used during project integration management
to ensure that work gets done at right time + right sequence + by right people or resources.
159. Close Project or Phase process: (see ITTO)
 Transfer ownership of deliverables to the customer

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  Finalizing all activities. It should always done at the end of project or phase
 Ensuring the deliverables are accepted and all open issues are resolved
 Measuring stakeholder satisfaction.
160. In a multi-phase project, on each phase => Validate Scope => Close Project or Phase
161. End of each phase (Close Project or Phase) =>transfer ownership of result of current to next phase.
162. before moving next phase/project => Confirm objectives for current phase have been met, Confirm the delivery
and formal acceptance of the deliverables
163. Direct and Manage Project Work (I/P- Approved change requests, O/P- Deliverables) => Control Quality
(I/P- ACR, Deliverables) checks correctness of deliverable & O/P- Verified deliverables => Validate Scope
(I/P- Verified deliverables) inspected & formal acceptance by customer, O/P- Accepted deliverables => Close
Project or Phase (I/P- Accepted deliverables, O/P- Final product, service or result transition)
164. Formal acceptance (validate scope) => Acceptance of project deliverables, obtained from the customer
165. Final acceptance (close project or phase)
166. Validate Scope concerned => acceptance of deliverables - Accepted deliverables (O/P- Validate Scope, I/P-
Close Project or Phase)
167. Control Quality concerned => the correctness of deliverables -Verified deliverables (O/P- Control Quality, I/P-
Validate Scope)

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168. Accepted deliverables => flow from Validate Scope (Monitoring and Controlling) to Closing Process Group.
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169. Confirming formal acceptance of deliverables and Sellers work - Closing (Process-Close project/phase).
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170. Monitoring implementation of the approved changes ( Monitor and Control Project Work)
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171. disagreement among SHs for a change request => Consult PMP, to understand what decision-making technique
has been established and approved for Perform Integrated Change Control Process
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172. In Perform Integrated Change Control, data analysis used => Alternative Analysis and Cost-benefit analysis.
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173. Cost-benefit analysis used in Plan Quality Management process=>to determine quality activities are cost-
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effective. financial analysis tool used to estimate strengths and weaknesses of the alternatives,
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174. project termination information found in Project or phase closure documents

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175. Stakeholder influence during project closure is low.

176. final report:
 Summary of the project performance. Prepare & share according to communications management plan
 Summary level description of the project
 Summary of risks or issues encountered on the project
 Summary of how the final product achieved the business needs identified in the business plan
177. Trend analysis: (4.5 Monitor and Control Project Work, 4.7 Close Project or Phase and so on) PM/111
 Forecast /Comparison future performance based on historical/current results/performance over time.
 If performance is improving or deteriorating.
178. Regression analysis (4.7 Close Project or Phase) => analyzes interrelationships between different project
variables that contributed to project success, which used to improve performance on future projects.
179. smoothest transition => Coordination with operations manager
180. last tasks of the administrative closure of a project => Evaluating/Measure stakeholder satisfaction
181. administrative closure => guidelines final results transition
182. last tasks closing => Releasing team=> Measuring customer satisfaction, Obtain feedback
183. When project is terminated with formal notification/ formally informed => Start Close Project or Phase process.
Also Close contracts with the vendors
184. Project terminated prematurely => first check termination clause of contract (Review contract) => after that
Release payments.
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185. Formally canceled the project, do 1st => Close the contracts with the vendors. Prep-1/152
186. can terminate a contract early => Either party by mutual consent
187. required to terminate a project => 1st PM Seek approval to terminate from the appropriate authority
188. Project Closure documents capture the termination reason of project.
189. new risk gets discovered during closing phase => Update Risk Register
190. Job Shadowing you follow an expert and gain knowledge from him or a group, whereas reverse shadowing is a
situation where expert follows you and rectifies your way of work if required.
191. Executing process group takes care of Project performance appraisal.
192. T.T (Meetings) used in closing => evaluate satisfaction of SH, gather lessons learned, obtaining feedback
193. Document analysis tool will help in project closing or phase.
194. PM reviews PMP to ensure that all project work is completed and that the project has met its objectives.
195. After closing, determine customer is satisfied=> evaluation of deliverables and review of customer feedback
196. Satisfying all acceptance criteria implies=> the needs of the stakeholders have been met.
197. PM review all prior information to ensure- all project work completed and met objectives=> Close Project/Phase
198. Projects are initiated by an entity external to project such as a sponsor, project management office (PMO), or a

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portfolio governing body chairperson or authorized representative.
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199. Management reviews are additional component of PMP. It determines the point in project when PM and
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stakeholder will review the project progress to determine need of Preventive and corrective actions
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200. The processes is focused on creating project’s intended benefits?=> Direct and Manage Project Work
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201. customer requested to postpone The project closure meeting => Inform sponsor and seek advice
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202. who is responsible for transferring the ownership of deliverables to customer=> PM

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203. most important factor in project integration => Effective communication

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204. The decision to close a project (normal or abnormal termination) is taken during the controlling processes.
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205. Can’t use from historical records=> historical closure reports of subsequent projects
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Scope
206. Scope Management - Ensuring all the work required to complete project successfully (Nothing more).
 On agile projects, scope evolves over time; project team uses prototypes to refine requirements.
207. Product scope=> features and functions that characterize a product, service, or result.
208. Project scope=> work performed to deliver a product, service, or result
209. Processes
1) Plan Scope Mgmt. (P) - Documenting how scope will be defined and controlled.
2) Collect Requirements (P) - determining, documenting and managing stakeholder needs and requirements to
meet objectives. Defining product scope + project scope.
3) Define Scope (P) - detailed description of project & product. Describes boundaries & acceptance criteria.
4) Create WBS (P) - subdividing deliverables and project work into smaller, more manageable components. It
provides a framework of what has to be delivered.
5) Validate Scope (M) - includes reviewing deliverables with customer or sponsor to ensure- they are
completed satisfactorily and obtaining formal acceptance
6) Control Scope (M) - Monitoring project scope and managing changes to scope baseline. Scope baseline is
maintained throughout the project. Has T.Ts to identify scope creep (uncontrolled changes)
210. Uncontrolled changes and unauthorized scope=> scope creep
211. Heavy scope creep => Lack of project exclusions in the scope statement/incomplete scope baseline.
212. uncontrolled scope expansion => An inadequate change management plan
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213. Prevent scope creep => Having strict and format process approval changes
214. Change management prevent the adverse effect of scope creep
215. Scope management plan => how scope will be defined, developed, monitored, controlled and validated. Also
specifies how formal acceptance will be obtained & guide team in defining primary deliverables
216. Scope baseline include (approved version) => project scope statement, WBS dictionary, WBS, work packages
and planning packages (5).
217. Scope baseline - I/P to Identify risk => because it’s contains project Assumptions
218. Scope Baseline - Components
 Project scope statement (O/P-Define Scope)=>description of project/product scope, key/major deliverables,
acceptance criteria, Project exclusions, assumptions and constraints. It has entire scope & scope description.
 It provides a common understanding of project scope among SH. It describes project's deliverables and
work required to create those deliverables
 WBS dictionary => detailed information about each component in WBS. Include descriptions of schedule
milestones, acceptance criteria for each work package, durations, interdependencies, technical references.
 WBS: PM/157, 161
 Hierarchical decomposition of total scope. Includes product work + project work + project management
work Determine true magnitude. 100 percent rule.
 Work packages are lowest level of WBS. Deliverable-oriented decomposition of the work
 Subdividing project deliverables into smaller components that are easier to manage.

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 adequate WBS- helps to create an accurate milestone list and risk register

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 Missing important WBS Parts => analysis the impact
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 Provides framework for cost & schedule management plan. It contains control accounts, which links
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 Work Package - The lowest level of the WBS; includes a unique ID; is part of a control account.
 Planning Package (Future Package)-Above work package in WBS, but below control account.
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219. Review/measure project Scope against Scope Baseline or PMP.

220. Review/measure product Scope against product requirements Documents.
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221. PMP (Scope management plan) => Project Scope Statement => Scope Baseline => Assumptions, constrains
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and exclusions. Also contains plans and guidance

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222. Project Exclusions clarify what is out of scope and requirements for technical, business or other reasons. It
Prevents scope creep
223. Triple constraints (scope, schedule, cost,) have a baseline, part of PMP=> called Performance Measurement
Baseline (PMB)
224. Changes in scope, schedule or cost baseline => update performance measurement baseline (PMB).
225. PMB is both I/P & O/P in Control scope, schedule and cost process.
226. Performance measurements => variances against baselines
227. DECISION MAKING
 Voting : UMP
 Unanimity: everyone agrees
 Majority: more than 50% of the participants
 Plurality: largest block in group, even if majority is not. Used when unable to gain majority/more
than 50% votes.
 Autocratic: one individual takes responsibility for making decision for group.
 Multicriteria decision analysis: uses a decision matrix. Use to select resource/vendor from a large list.
228. Control Scope process is used to ensure all requested changes and recommended corrective or preventive actions
are processed through Perform Integrated Change Control process.
229. Scope validation is the project management team’s responsibility to obtain stakeholder’s formal acceptance of
the completed project scope and deliverables.

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230. Once project charter and SH register have been completed, next => begin project planning- Establish scope,
refine objectives and define action to achieve objectives
231. using earned value analysis, PMB is compared to actual results to determine if a change, corrective or preventive
action is necessary
232. remaining work=>Manual forecast (more time-consuming but valuable/accurate than Earned Value technique)
233. Requirements management plan (Business Analysis plan) =>
 Requirements prioritization process, traceability structure
 How requirements activities will be planned, tracked, and reported;
234. any variances in scope, compare actual results with Scope baseline
235. If scope not clear or no product description or no Previous Experience on field => you need Technical proposal
=> request for proposal & Cost reimbursable Contract.
236. customer's requirements were not clearly understood => Collaborated with business analysis professional
237. Requirements provided are vague and unclear => meeting with the customer/client.
238. In Collect Requirements, uncover hidden requirements=>Observation (job shadowing), participant observer.
239. In Collect Requirements process, best way to discover and resolve issues => Facilitated workshops
240. Without change control process can’t add any scope (even a valid scope)

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241. Requirements documentation (O/P-Collect Requirements, I/P- Close Project Control Scope, Plan Quality Mgt, Plan
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Communications Mgt, Identify Risks, Plan Procurement Mgt, Conduct Procurements, Control Procurements, Identify Stakeholders):
 Description of how individual requirements meet business need. (specific types + amounts)
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 Who signed off deliverable requirements for verification and validation?
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 I/P to Control Scope process to detect any deviation in the agreed-upon scope.
 responsible for checking compliance or security issues, security breach
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 Measure completion of the product scope.

 Update- Direct and Manage Project Work, Plan Procurement Mgt, Conduct Procurements
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 It also includes health, safety and environmental requirements, ownership of intellectual property.
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242. Requirements traceability matrix (RTM) (O/P- Collect Requirements, I/P- Control Scope)
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 Grid that links product requirements from their origin (source, person) to deliverables & business objectives.
 updated with quality requirements(quality metrics), determined during Plan Quality Management process
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 Provides a structure for managing changes to product Scope

 Attributes associated with each requirement can be recorded
 Update for reflecting the scope exclusion of requirements documentation.
243. Product analysis => used as a tool to define scope of product and services (such as system engineering, product
breakdown and value engineering). Involves translating high-level descriptions into meaningful deliverables.
244. Product breakdown is an example of product analysis technique that breaks down high-level requirements into
level of detail needed to design the product.
245. Finish WBS, do next => Create activity list
246. WBS component does not represent=> Project activities (activities are part of project schedule and not WBS)
247. team member wants to review detailed description of scope of the work assigned to him=> WBS Dictionary
248. Decomposition is a technique used for dividing and subdividing project scope and project deliverables into
smaller, more manageable parts. Used to build WBS and activity list
249. future features => planning packages
250. Code of accounts a numbering system => uniquely identify each component of WBS, for better M&C project.
251. Components that was included in the scope was not delivered => consult scope baseline
252. User stories=>short, textual descriptions of required functionality, developed during a requirements workshop
253. Gold plating => addition of features or functionality without following established change control process.
254. condition or capability required to be present in product, service, or result to satisfy an agreement=> requirement
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255. Assess impact of change on project scope => review Requirements Traceability Matrix.
256. A functionality essential to SH department was not addressed=> Approve a scope management plan.
257. Verification and validation required for deliverables=> satisfy customer requirements, and meet business needs,
project requirements.

Schedule
258. Processes
1) Plan Schedule Mgt. (P) - Documenting how schedule will be developed and controlled.
2) Define Activities (P) - Identifying steps to produce project deliverables. It decomposes work packages into
schedule activities.
3) Sequence Activities (P) - Identifying relationships/logical sequence (or order) of project activities.
4) Estimate Activity Durations (P) - amount of time each activity will take to complete.
5) Develop Schedule (P) - analyzing activity sequences, durations, resource requirements, and schedule
constraints to create a schedule model.
6) Control Schedule (M) - Monitoring project status to update schedule and managing changes to schedule
baseline.
259. Define Activities - Key Outputs
 Milestone list => shows scheduled dates for specific milestones associated with project. Milestones have
zero duration because they represent a significant point or event.

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 Activity list => includes schedule activities required on project. Shows activity description & identifier and
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detailed scope of work description, so team members understand what work is to be performed.
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 Activity attributes (providing more information about each activity)=> PM/186
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 Initial stages Include- unique activity identifier (ID), WBS ID, and activity label or name.
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 When completed Include- predecessor and successor activities, logical relationships, leads and lags,
resource requirements, imposed dates, constraints, and assumptions, location.
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 Identify place where work performed, project calendar the activity is assigned and type of efforts.
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 used for schedule development and for selecting and sorting planned schedule activities within reports
 Resource requirements for a particular activity. Estimating team and physical resources + location.
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260. Milestone chart=> Snapshot of status of various projects. Reporting to your Management.
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261. Sequence Activities - Key Tools

 Dependency Determination & Integration: PM/191
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1) Mandatory (hard logic): legally/contractually required or inherent in nature of work (for example, you
must design before you can construct) or required by a contract. Qus. has “Must” keyword.
2) Discretionary (preferred, preferential, or soft logic): a specific sequence is desired, but not required. Qus.
has “requests, should, best practices” keyword. It creates arbitrary total float values
3) External: relationship between project activities & non-project activities and outside control of team.
4) Internal: relationship between project activities and are generally inside team’s control.
 Precedence diagramming method (PDM) => constructing a schedule model to show the sequence in which
activities are to be performed. also known as activity on node (AON)
 Leads & Lags
 Lead - Amount of time that a successor activity can be advanced (start early). Represented as a negative
value for lag in scheduling software. It allows an early start of successor activity.
 Lag - Amount of time a successor activity will be delayed. Delay added to the successor activity.
262. Project schedule network diagrams (O/P Sequence Activities) => critical path tasks, highlight activities & show
network logic.
263. Arrow diagramming method (ADM) only uses the finish-to-start dependency.
264. Finish-to-start (FS) is most commonly used. Start-to-finish (SF) is very rarely used. Closed loops are also not
recommended in logical relationships.
265. Adjusting leads and lags (T.T- Sequence Activities) => bring project into alignment with the plan.
266. Network paths not violate schedule constraints=> Early start equals late start (ES = LS) in all activities.

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267.
 EF = ES + D - 1 => D = EF – ES +1
 LF = LS + D – 1 => D = LF – LS +1
268. Project schedule network diagrams (logic bar chart, O/P- Sequence Activities): activity-
on-node diagram format showing activities and relationships without a time scale,
sometimes referred to as a pure logic diagram. It is graphical representation of logical relationships, also referred
dependencies, among project schedule activities.
269. Estimate Activity Durations - Key Outputs
 Duration estimates => quantitative assessments of time periods to complete an activity, phase or project. It
does not include any lags. It may include ranges, For example:
 A range of 2 weeks ± 2 days, which indicates that the activity will take at least 8 days and not more than
12 (assuming a 5-day work week); or
 A 15% probability of exceeding 3 weeks, which indicates a high probability—85%—that the activity
will take 3 weeks or less.
 Basis of Estimates => see cost section
270. Definitive range of estimates is −5 percent to +10 percent.
271. Schedule reserves are created to cover identified & unknown schedule risk, done in estimate activity duration.
272. Estimates Activity duration does not contain any lag or lead information.

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273. Develop Schedule - Key Tools
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 Schedule Network Analysis - Identifying early and late start/finish dates.

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 Critical Path Method - Estimating minimum project duration. Least scheduling flexibility, Longest Path.
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 Single point/one point Estimate (not consider risk).
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 Schedule compression -PM/215: shorten or accelerate schedule without reducing scope
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 Crashing: approving overtime, additional resources and increased risk and/or cost.
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 Fast tracking: activities done in parallel, rework + increase risk

 Resource Optimization - Adjusting activities so resources are appropriately allocated.
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 Resource smoothing (not affecting critical path, noncritical path activities): adjusts activities of schedule
to fit predefined resource limits without changing completion date. PM/211
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 Resource levelling (may impact critical path): start and finish dates are adjusted based on resource
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constraints. Usually increases project duration. Effective aid to control over-allocation.

 Agile release planning => a high-level summary timeline of release schedule and defines which features
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will be available at end of each iteration.

274. Product roadmap => schedule of features available at the end of each iteration in each release.
275. If crashing with new resources => need update schedule, cost & Risk register, Not update Project scope
276. Schedule overrun and CPI > 1 => Crashing
277. CPI < 1 => costs must be reduced. Reduce or eliminate independent resource
278. CPI has decreased due to constant deviation in exchange rates => Update issue log
279. Acceptable schedule variances are defined in Schedule Management Plan.
280. Total float on the critical path is zero TF=> amount of time that an activity can be delayed from its early start
date without delaying project finish date.
281. Free Float is amount of time that a schedule activity can be delayed without delaying early start date of any
successor or violating a schedule constraint.
 FF = ES (Succ) – EF ( Preds)
282. Calculation of Free float (total float) => the point of select/asking total duration – In that point of critical path
duration (in case of convergence that point)
283. showing negative float => Use a schedule compression technique
284. Critical chain method builds on critical path method to protect milestones from slippage. It is a resource-
constrained critical path. Place a project buffer ' before the target project finish date. Place ‘feeding buffers
before end of a non-critical chain
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285. Schedule’s milestones (Master schedule of milestones) => summary level of detail, used for presentation.
286. Develop Schedule - Key Outputs
 Schedule Baseline- Approved version of schedule; under change control; compared to actuals.
 Project Schedule (I/P- Plan Resource management, Develop Team):
 Includes linked activities with planned dates, durations, milestones, resources.
 At a minimum, it includes a planned start date and finish date for each activity.
 Shows which resources are needed, when needed, amount of time and where (location) they needed
(which + when+ how much time + where).
 Used to resolve scheduling conflict, but resource requirements resolves better
 Not provide- availability of team members, type
 How and when to provide training (Develop Team)
 Schedule Data - Supporting detail for schedule model (e.g. schedule milestones, schedule activities, activity
attributes and documentation of all identified assumptions and constraints. Also include resource histograms
(Resource requirements by time period), cash-flow projections, order & delivery schedules, alternative
schedules like Best-Case or Worst-Case scenarios.)
 Project Calendars – See resource section
287. Tasks are starting simultaneously=> Start to Start relationship.
288. Tasks on Critical path should be addressed first, else it may impact project schedule.
289. technical changes to an activity which will add more time => Check activity if it is on critical path

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290. Activities with divergence and convergence are greater risk as they affected by or can affect multiple activities.

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291. Schedule forecasts (O/P- Control Schedule) are estimates or predictions of conditions and events in the project’s
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future based on information and knowledge available at the time schedule is calculated. Forecasts are updated
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and reissued based on work performance information. It was made based upon SPI. It used to determine if the
project is within defined tolerance ranges for schedule and to identify any necessary change requests.
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292. One year = 52 weeks; one-quarter = 13 weeks.

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293. Gantt chart is a schedule bar chart depicting schedule information, shows activities listed on the vertical axis
and dates (activity durations) on the horizontal axis with start & finish dates. It does not show rate of completion.
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294. Burndown chart (T.T- Control Schedule, Monitor Risks)

 Reserve analysis. graphical representation of the reserves remaining over time
 Also used in agile to track work that remains to be completed versus time left in iteration. A diagonal line
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representing the ideal rate. It visually depicts the variance.

295. Parkinson's law=> Work expands to fill the time available for its completion, In this case PM proposes a change
to move few tasks from next phase into current phase to prevent Student Syndrome or procrastination
296. Law of diminishing returns=> a point where the level of profits or benefits gained is less than the amount of
money or energy invested. Here a project manager crashing schedule.
297. What-if scenario analysis: (T.T- Develop Schedule, Control Schedule) PM/213
 Evaluate various potential combinations and variables to predict possible outcomes. Analyzing data based
on hypothetical situations
 Evaluating scenarios in order to predict their effect, positive or negative, on project objectives.
 Used to assess the feasibility of the project schedule under different conditions.
298. Completing several iterations, realizes mistakes was in first iteration=>Apply lesson learned to next iteration
299. Aggregating schedule reserves to reduce risk of schedule delays, an analytical task in schedule network analysis.
300. Scope definition, WBS creation, activity definition & activity sequencing must done before estimating durations
301. scheduling model consists of three components PM/176
 scheduling method,
 scheduling tool, and
 Project information. It includes leads and lags as components.
302. Schedule model includes all the data that will be used to calculate schedule, such as activities, duration
estimates, dependencies, and leads & lags. Project schedule is the output of the schedule model
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 Cost
303. PROCESSES
 Plan Cost Mgmt. (P) - how costs will be estimated, budgeted, managed, monitored and controlled.
 Estimate Costs (P) - determines monetary resources required for project.
 Determine Budget (P)(see ITTO)-aggregating estimated costs of individual activities to establish cost
baseline.
 (T.T) reserve Analysis
 (o/p) cost Baseline
 Control Costs (M) - Monitoring project costs and managing changes to cost baseline.
304. Cost management plan=> how project costs will be planned, structured, and controlled. includes information
(Units of measure, Level of precision, Level of accuracy, Organizational procedures links, Control thresholds,
Rules of performance measurement, Reporting formats)
305. Parametric estimating => historical data + project parameters. High levels of accuracy. When numerical/
calculative/per parameters available
306. Analogous estimating (gross value, top-down estimating) based on historical data of previous similar project.
less costly, less time-consuming and less accurate
307. Bottom-up estimating (T.T-Estimate Activity Resources) => aggregating estimates of lower-level components
of WBS. Used when estimates cannot be made with a high degree of confidence, sufficient amount of detail

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available and a new unique product.
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308. Cost aggregation (T.T- Determine Budget) => summation of work package cost estimates.
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309. Funding limit reconciliation: variance between funding limits and planned expenditures, rate of expenditures.
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310. Financing (T.T-Determine Budget) =>acquiring funding for projects. Investigation & analysis various sources
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311. Reserve analysis compares amount of contingency reserves remaining to risk remaining, at any time in project
(Monitor Risks). During cost control, monitor status of contingency and management reserves, to determine if
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these reserves are adequate.

312. Prevent cost overrun => Cost Management Plan, change management plan, Forecasting
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313. cost overrun =>

 Excess inventory
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 If no major issues found in quality problems or changes, then find cause by Basis of estimates.
314. Cost baseline
 The approved version of the time-phased budget, excluding management reserves.
 Cost baseline = summation of the control accounts = Contingency Reserve + Work Package Cost Estimates
(Activity Contingency Reserve + Activity Cost Estimates)
315. Project budget (Project funding requirements) = Cost baseline + management reserves.
316. Identified risk did not occur (unrealized/outdated risk) => Update risk register and release unused contingency
reserves associated with risk, an approved change request would be required to release funds
317. Save some project costs => Add them to the contingency reserves, or taken from project as margin/profit
318. Project manager has direct control on Contingency Reserve
319. Need to Submit a change request to move (some) management reserves to cost baseline
320. control accounts
 integrate costs, scope, and schedule, and compare their performance using earned value management
 Are assigned to each work packages.
 PM report to SH at this level of WBS. a management control point
321. Total scope -> control account -> planning package -> work package
322. Cost estimates (O/P Estimate Costs) => all cost required to complete project (Direct + indirect + Contingency
+ management reserves). Includes- direct labor, materials, equipment, services, facilities, information

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 technology, cost of financing (including interest charges), an inflation allowance, exchange rates. Indirect costs,
if included in project estimate, can be included at activity level or higher levels.
323. Basis of estimates (Range of possible estimates) (O/P Estimate Costs) => supporting details included with cost
estimates. Used to evaluate how estimates of duration, cost, resources, and cost control compared to actual
results. Dealing with inclusion or exclusion of indirect or other costs in project budget. e.g. ±10%

324. Estimating cost using WBS (bottom-up estimating)

325. Iteration backlog represents the work that must be ‘burned down' in the upcoming iteration.
326. Product backlog consists of all the expected work of a project, not only the iteration.

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327. costs below estimates and work is ahead of schedule=> remaining work line is below the ideal burndown rate

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(Cause it concerns about remaining work)
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328. Project not Align Cost => benefit analysis => terminate project
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329. Rough order of magnitude (ROM) estimate provides a range of -25% to +75%. It could narrow to −5% to +10%.
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330. PM realize budget is limiting to meet project's objectives=> submit a change request for change in budget
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331. Cost of Quality principle includes => costs of ensuring conformance to requirements
332. Audit => Appraisal cost
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333. Cost of Quality: appropriate balance for investing in cost of prevention and appraisal (cost of conformance) to
avoid failure costs (cost of nonconformance).
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334. customer identifies performance issues => External failure costs

335. calculate the cost of Poor Quality => External and Internal Failure costs
336. Payback period is an estimate of the time it takes to recover the initial investment in a project. Less payback is
better. Payback= investment / cost savings annually
337. Value engineering (value analysis) => product analysis technique that supports cost reduction activities by
relating the cost of individual components to their function contributions.
338. Data/result inaccurate => reject and re-run test/analysis
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339. EV = which work actually done, PV = which work should be done
340. TCPI (cost performance efficiency) is a measure of cost performance that is required to be achieved with
remaining resources in order to meet a specified management goal.
 TCPI = (BAC - EV) / (BAC - AC); with the original budget at completion (BAC)
 TCPI = (BAC - EV) / (EAC - AC); with the current estimate at completion (EAC)
341. TCPI < one indicates you are operating within your remaining budget, Under/in budget
342. Estimate at completion (EAC) => Cost/budget Forecasts. total Expected/estimated Project Cost
343. Estimate to Complete (ETC)=> expected cost to finish all the remaining project work
344. EAC < expended project budget => total funding (project budget) exceeds the project's anticipated needs.
345.
 EAC = BAC / CPI (CPI is expected to be same, cost performance is expected to be unchanged, past
performance is expected to continue, current variances to be typical of the future)
 EAC = AC + BAC – EV (if future work will continue at planned rate, progress at budgeted rate for
remainder, similar variances will not occur, cost variance was caused by one-time cost drivers)
346. Earned Value (EV) = has completed what was expected to cost
347. Sunk costs are expended costs, which are not relevant/influence to the new/future project.
348. Estimate the cost of quality in a process (flow chart)

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349. When company gave up a project in order to pursue another Project. Then gave up (canceled) project’s cost can

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be considered as opportunity cost
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350. Historical information review=> used in Budget determination can assist in developing parametric or analogous
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estimates. It include project characteristics (parameters) to develop mathematical model to predict project costs.
351. Cost estimates for an element in WBS is 20% higher than previous project for very similar work=> ask person
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responsible about the difference and create most accurate estimate.

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352. Change commodity price puts project's viability in danger=>immediately escalate issue to management & SH.
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Quality
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353. PROCESSES
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1) Plan Quality Mgmt. (P) - Identifying quality requirements and documenting how to comply with them. Also
define acceptable thresholds of deviation. It’s O/P- quality management plan and quality metrics
2) Manage Quality (E) - translating quality management plan into actionable quality activities that incorporate
organization’s quality policies into project.
 Increases probability meeting quality objectives by identifying ineffective process & causes poor qty.
 Determining validity of quality standards, followed by the project
3) Control Quality (M) - assess performance and ensure project outputs/deliverables are complete, correct, and
meet customer expectations. Assess performance against quality requirements set in quality mgt. plan.
354. quality planning should performed parallel with other planning processes, Since it will influence other aspects
355. Quality management plan => how applicable policies, procedures, and guidelines will be implemented to
achieve quality objectives.
 provide guidance on nonconforming products and what action to implement
 dealing with nonconformance, corrective actions procedures and continuous improvement procedures
 include general guidance whether spillage is allowed (specific levels of spillage described in quality metrics)
 It may be formal or informal, highly detailed or broadly framed.
 how deliverables will be verified for accuracy and accepted.
356. government declare new quality requirements => Submit a change request to update quality management plan
357. sample frequency and size determined for statistical sampling => During Plan Quality Management process
358. Samples for statistical sampling, are collected for inspection => during Control Quality process.
359. The four goals of the Manage Quality process are:
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  Design an optimal and mature product by implementing specific design guidelines.
 Build confidence that a future output will be completed in a manner that meets specified requirements and
expectations.
 Confirm quality processes are used and that their use meets the quality objectives of the project, and
 Improve the efficiency and effectiveness of processes and activities
360. Managing quality (Who- PM, project team, project sponsor, management of the organization and customer)
361. Control quality is generally performed before Validate scope to ensure correctness of deliverables.
362. ensure approve change request has been implemented correctly (ACR review)=> Control Quality
363. performance measurements compared with project requirements (e.g. transactions per day)=> Control Quality
364. Identify source of defects => during Control quality process by root cause analysis.
365. Quality control measurements (O/P- Control Quality, I/P- Manage Quality) => analyze and evaluate the quality
of the processes and deliverables. Validate actual measurements to determine their level of correctness.
366. Control quality (team is doing the testing/pair review) => Verified deliverable
367. Manage Quality => Audit; Control quality => Inspection
368. Testing should be performed before customer accepts the deliverables as part of Validate Scope process
369. Quality of the project deliverables is low => Conduct a walkthrough (inspection or a review).

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370. A deliverable does not meet quality requirements => 1st Capture in issue log and assign an owner to analyze the
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issue and take the necessary steps to resolve it.
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371. Quality metrics (O/P- Plan Quality management): pre-defined specifications defined in the PQM
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 Describe a project or product attribute and how Control Quality process will verify compliance to it.
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 E.g. percentage of tasks completed on time, cost performance measured by CPI, failure rate, number of
defects identified per day, total downtime per month, errors found per line of code, customer satisfaction
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scores, and percentage of requirements covered by the test plan as a measure of test coverage.
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 Define which areas of a project are essential to measure and what range of variation is acceptable.
372. using quality metrics as a reference point against test results are compared to verify compliance
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373. Audit (T.T- Manage Quality): concerned with processes/procurement process

 Independent process, used to determine if project activities comply with organizational and project policies,
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processes, and procedures. It will confirm whether or not the quality control activities have been completed.
 Conducted by an external team to the project (internal audit department, PMO, external auditor).
 A tool of Control Procurements process, determine how is contract performance. Results of the audit would
determine if corrective action needs to be taken.
374. An audit => review contracts and contracting processes for completeness, accuracy and effectiveness.
375. Quality audits (done in Manage Quality) => confirm implementation of approved change requests including
updates, corrective actions, defect repairs, and preventive actions. evaluate the effectiveness of ACR
376. Inspection (T.T- Control Quality): concerned with product/deliverables.
 Examination of a work product to determine if it conforms to documented standards.
 Also called reviews, peer reviews, audits, or walkthroughs.
 Used to verify defect repairs. most important for product acceptance
 determine whether work and deliverables meet requirements and product acceptance criteria
 performed by the project team (internal)
 On a construction/engineering/infrastructure project, inspections involve walkthroughs of the site by both
the buyer and the contractor to ensure a mutual understanding of the work in progress.
 Verify compliance in the seller’s work processes or deliverables.
377. Inspection concerns with works, where Audit concerns about how well procurement process/project activities
(quality control activities) has been managed.
378. Design for X (DfX) (T.T- Manage Quality) => a set of technical guidelines that may be applied during the
design of a product for optimization of a specific aspect of design. Where the X in DfX represents the quality
aspect of product. It may influence specific characteristics of a product under development.
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379. Control charts (T.T- Control Quality) => Data representation, producing results that are within acceptable limits
(Upper & lower bound). Shows whether a process is stable or has predictable performance.
 Upper/lower control limits are statistically calculated (normally set at + / - 3 sigma).
 Shows history and pattern of variation. A line graph- data points plotted in the order which they occurred.
380. Control charts are established in Manage Quality process, and parameters such as mean, specification limits,
control limits are defined during this process, but during Control Quality process, they are used
381. A process is considered out of control when:
 A data point exceeds a control limit
 Seven consecutive plot points are above the mean
 Seven consecutive plot points are below the mean
 If not mention that it is sequence => we can’t determine.
382. Any process is out of a state of statistical control when => a data point falls outside of upper or lower control
limit of Control charts.
383. Quality Assurance (Manage Quality sometimes called quality assurance): = Quality audit
 Focuses Process/standards. Done in Executing.
 umbrella for continuous process improvement
 It involves following and meeting standards to assure stakeholders that the final product will meet their
needs, expectations, and requirements.
 Iterative => improving the quality of all processes.

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 Continuous process improvement reduces waste and eliminates activities that do not add value.
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 increased levels of efficiency and effectiveness

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384. Benchmarking (5.2 Collect Requirements, 8.1 Plan Quality Management, 3.2 Plan Stakeholder Management)
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 Comparing your processes to those of comparable organizations to identify best practices,
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 Its T.T quality assurance. Use to improve performance.

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385. Interviews => individual discussions. Elicit information directly, obtaining confidential information, conducted
in an environment of trust and unbiased contributions. Used gathering information on high-level assumptions
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and constraints with sponsor and relevant SH for develop project charter. receive unbiased data from SH
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386. Focus group (prequalified SH, subject matter experts, moderator, one subject & one-on-one interview) =>to
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learn about their expectations & attitudes about a proposed product, service or result. E.g. Audience for new
website.
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387. Brainstorming: can be used to gather data creatively from a group of team members or subject matter experts.
Used to identify a list of creative ideas in a short period of time and mainly comprises of two parts: Idea
generation and Analysis.
388. Brain writing, refinement of brainstorming (T.T- Identify Stakeholders)=>Send a list of questions to participants
389. Nominal group technique (Brainstorming +Voting) is typically used during the Collect Requirements process,
a voting process to rank the most useful ideas for further brainstorming or prioritization.
390. Mind mapping (5.2Collect Requirements, 8.1 Plan Quality Management, 13.2 Plan Stakeholder Engagement) R/190 is used
to visually organize information about stakeholders and their relationship to each other and organization. Also
consolidate ideas created through individual brain storming sessions in to a single map to reflect commonality
and differences in understanding and to generate new ideas.
391. Facilitation (interpersonal skills) => used in cross-functional workshops to define requirements and reconcile
SH differences. Build trust, foster relationships & improve communication among participants that lead to
increased SH consensus. Focused workshops with key stakeholders (e.g. used in JAD).
392. use to enhance stakeholder input => Facilitation
393. Questionnaires and surveys are written sets of questions designed to accumulate information from a large
number of respondents quickly. Used in a large number of stakeholders who are geographically dispersed
394. Project terminated because problem in credit in the bank (Funding Limit Reconciliation)
395. Quality improvement method=> plan-do-check-act (PDCA) and Six Sigma
396. Deming cycle:
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  a four-step quality cycle consisting of plan, do, check, and act (PDCA)
 A continuous improvement.
 an iterative and incremental approach to quality management which can reduce variations in a process
397. Six Sigma quality improvement method:
 five phases: Define, measure, analyze, improve, and control (DMAIC)
 having less than 3.4 defects per million opportunities (DPMO) or a success rate of 99.9997%
398. Total Quality Management(TQM)=>a management approach to long-term success through customer
satisfaction
399. Joint application design/development (JAD) sessions focus on bringing business subject matter experts and
development team together to gather requirements and improve software development process
400. Quality function deployment (QFD) => facilitation technique (Interpersonal and Team Skills), determine
critical characteristics for new product development. Use voice of customer (VOC) to gather customer needs
401. Test and evaluation documents (O/P- Manage Quality and I/P- Control Quality) :
 Evaluate quality objectives,
 Include checklists and detailed requirements traceability matrices.
402. Quality reports (O/P Manage Quality) =>information to take corrective actions to achieve quality expectations.
 Includes all quality issues, recommendations for project, product and process improvements.
 all quality management issues escalated by the team

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403. System or process flow charts (diagramming Techniques).

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 How various elements of a system interrelate and mechanism of causation.
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404. Prototypes (pilot – early feedback – Story Board)
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 Providing a model of expected product before actually building it.
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 Early to identify and define software’s key features and functions.

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 Mitigation (trying transform ambiguity risk into Known-Unknown)

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405. Process Analysis (T.T- Manage Quality):

 Includes root cause analysis. Examines problems, constraints, and non-value-added activities.
 Identify a problem, discover the underlying causes that lead to it, and develop preventive actions.
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406. Checklist (data-gathering, T.T- Manage Quality, Control Quality, Identify Risks) => verify a set of required
steps has been performed or check if a list of requirements has been satisfied. Risk checklists are developed
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based on historical information

407. Prompt Lists (T.T- Identify Risks) => a list of categories that have been identified as possible sources of overall
risk. lowest level of the risk breakdown structure can be used as a prompt list
408. Kaizen (Japanese word for improvement): incremental change through small steps.
409. Kanban system (On-demand scheduling) => establish a pull-based scheduling, where new inventory is ordered
only when it is required.
410. Check sheet (tally sheet) => used to gather data, how often a particular defect occurs or how many defects of
each type were found per inspection.
411. SIPOC models => flowchart, visualize the interactions between suppliers, inputs, processes, outputs, and
customers in a coherent value chain. Understanding and estimating the cost of quality.
412. Quality is the degree to which product fulfills requirements. Grade refers to classification of products that have
a common function but offer different technical specifications.
413. Attribute sampling => measuring quality that consists of noting presence (or absence) of some characteristic
(attribute) in each of the units under consideration.
414. Attribute sampling (the result either conforms or does not conform) and variable sampling (the result is rated
on a continuous scale that measures the degree of conformity);
415. Statistical sampling (data gathering technique) => selecting a random portion of a population of work products
for inspection to measure controls and verify quality.

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416. Quality requirements=> any condition or criteria needed to validate successful completion of a deliverables.
417. Verifying implementation of the approved change request/corrective actions=> falls under Control Quality.
418. Quality management software (EEF) (I/P Control Quality) => used to track errors and variations in processes
or deliverables.
419. Any defect in production => Stop the production and conduct a root cause analysis
420. T.T common to both the Plan Quality Management and Control Quality processes => Meetings
421. Find a defective product, even if deviation may not affect customers => Notify SH about the deviation.
422. low grade than expected => Update Project Document (Issue log)
423. Design of experiments is the technique of finding the optimum combination of factors that help achieve a certain
target objective.

Resource
424. PROCESSES
1) Plan Resource Mgmt. (P) - how project resources should be categorized, allocated, managed and released.
Also includes disciplinary actions, recognition and rewards plan.
2) Estimate Activity Resources (P) - estimating team resources and type and quantities of material, equipment
and supplies needed to complete the project. It’s key O/P resource requirements

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3) Acquire Resources (E) - Obtaining the labor or materials to complete the project.
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4) Develop Team (E) (see ITTO) - Improving team skills and relations to enhance project performance.
 T.T: Recognition and rewards, training.
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 O/P: team performance assessment + EEF update.
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5) Manage Team (E) - Tracking team member performance, providing feedback, resolving issues and
managing team changes
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6) Control Resources (M) - ensuring resources assigned and allocated to project are available as planned and
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released when no longer needed

425. The following are the main conflict resolution techniques: R/396--- CCWSF
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1) Collaborating (problem-solving) incorporate multiple viewpoints to arrive at a consensus. Win-win situation.

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long term solution –permanent

2) Compromising (reconciling) bring some degree of satisfaction to both parties. Lose-lose situation.
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Temporarily or partially resolve a conflict. It is second best choice.

3) Withdrawal (avoidance) retreat or postpone a decision on a problem. Not usually the best choice.
4) Smoothing (accommodating) making some concessions and it emphasizes agreement rather than differences
of opinion. It does not result in a permanent or complete resolution.
5) Forcing (directing) pushing one viewpoint. Win-lose situation. Worst one. FEWEST positive enduring results.
426. Political influence not impact the conflict
427. Withdrawal/Avoid: postponing the issue to be better prepared or to be resolved by others.
428. PM wants discuss with sponsor, for take decision conflict of team members about a feature => Smoothing
429. Low moral + affect all members of Team => meeting with them to solve the problem
430. new developer => ability test
431. Quickly resolve with time constraint => force/direct
432. Organizational Theory (T.T-Plan Resource mgt.)- Explains how people, teams, and organizational units behave.
433. Organizational breakdown structure (Data Representation -Plan Resource mgt.)=> Shows work packages and/or
activities according to organization's departments, teams or forms of division.OBS => Departments + Team
434. new team member=>OBS best reference to learn quickly which responsibilities assigned her team & department
435. organizational chart (sometimes called OBS or RBS)=> showing positions & reporting relationships, part of
resource management plan

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436. Resource management plan => provides guidance on how project resources should be categorized, allocated,
managed, and released. Contains information on how to acquire human and physical resources, recognition plan
(rewards), team roles, responsibilities, authorities and competencies and planned training strategies.
437. Resource management plan divided between team management plan and physical resource management plan.
Also provides information on rates (personnel and other resources), estimation of travel costs.
438. Team management plan (part of Resource mgt. plan) => describes when and how team members will be
acquired and how long they will be needed. Also contains individual skills and capacities
439. Responsibility assignment matrix (RAM) (T.T- Plan Resource Management): R/372
 A RACI chart is a common type of RAM => uses responsible, accountable, consult and inform status.
 It shows project resources assigned to each work package. At high level it defines responsibilities of team.
440. Text-oriented formats (DR-Plan Res. mgt.)=>Detailed role descriptions (qualifications,responsibility,authority)
441. Resource requirements (O/P- Estimate Activity Resources) => identify types and quantities of resources
required for each work package or activity. Also identifies (which) needed material, equipment supplies, and
other resources, but does not contain details concerning when and where resources are needed.
442. Resource breakdown structure (RBS) (O/P- Estimate Activity Resources):
 hierarchical view of resources by category and type
 may help to understand what knowledge is available as a group and what knowledge is missing
 Contains information on categories of labor, material, and equipment required to complete project.

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443. Team charter (O/P Plan Resource Management) =>

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 Records overall team values, agreements and operating guidelines. team standards
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 Acceptable team member’s behavior.
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 Not include details of individual performance.
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444. Physical resource assignments (O/P- Acquire Resources)

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 Records material, equipment, supplies, locations, and other physical resources.

 Expected resource utilization + amount + type + location, and whether resource is internal or outsourced.
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445. Physical resource assignments does not provide- when resources are needed, but Project schedule provide
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446. Project team Directory: list of project team members, their roles, and communication/contact information.
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447. Project team assignments (O/P- Acquire Resources) => records list of team members and their roles and
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responsibilities. It can include a project team directory. If team changes/members reassign, need update.
448. Resource calendar (O/P Acquire Resources) => working days, shifts, business hours- when each specific
resource is available and duration of their availability. Focuses on each resource. Also includes resource
experience and/or skill level, as well as various geographical locations, but do not contain specifications for
these resources such as location (Where needed)
449. Project calendar (O/P-Develop Schedule)=>identifies working days & shifts, available for scheduled activities.
450. Newly identified resource/Equipment/3D printer availability constraint which may or may not affect schedule
=>add resource availability in resource calendar => if all efforts fail, negotiations with other PM.
451. Negotiation => reach consensus on project needs and can build trust and harmony among team members
452. Team performance assessments (O/P- Develop Team) => assessment of project team’s effectiveness, an
evaluation of the team's overall performance. Done in execution phase.
453. Team members initially responsible for conflict Resolution=> if not PM resolve problem => if persists, formal
procedures used, including disciplinary action.
454. Team Building Activities throughout project lifecycle but need conduct for benefit =>Early in the project.
455. The strained/bad relationship with team => PM lacks leadership skills.
456. A focus on systems and structure is representative of management over leadership. Operational and problem-
solving is related to management skills.
457. Team Member Coming late and wrong Reports => sit down with him to know the reason

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458. Team Member Coming frequently late => Reviewing team charter periodically with team
459. team members good work=> 1st Investigate his work, 2nd if OK Reward him
460. Critical decision to salvage the project from failure=> PM can make decision, unavailability of key SH
461. lacks of necessary resources => Acquire resources externally
462. Building team Activities (Tuckman ladder): PM/338 -- FSNPA(FULL STUDENT NOT POOR ALWAYS)
1) Forming: team work independently, introduced, learns about project, and their roles and responsibilities
2) Storming: begins to understand/address project work. Not collaborative or open to differing ideas,
environment can become counterproductive.
3) Norming: begins to learn from one another, trust & work together.
4) Performing: work as a well-organized unit and maximum performance, smoothly and effectively.
5) Adjourning: team completes the work, staff is released
463. Leadership style in Tuckman ladder=> Forming –Directive, Storming –Coach, Norming- Facilitator,
Performing- Delegation, Adjourning- Reassure and communicate.
464. which stages not applicable If team members worked together in an earlier project => Storming (conflicts)
465. Colocation (T.T- Develop Team) => Bring team together in one physical location and improve communication
and productivity. Develop a sense of community. Also known as a tight matrix.
466. Team cohesion(সংয োগ) is lacking which has caused project to fall behind schedule, use T.T=> Colocation

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467. Developing leadership skills & focusing more on horizon inspires trust & helps enhance performance of team.

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468. Can’t understand team => lacks emotional intelligence (EI helps to understand relationships, self-awareness).
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469. teammates can reduce tension and increase cooperation => Use emotional intelligence
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470. Influencing => active and effective listening, clearly articulating points and positions. Also gathering relevant
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and critical information to address important issues and reach agreements while maintaining mutual trust.
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471. New issues that arise during Manage Team process => Add in issue log.
472. Problem solving (T.T- Manage Quality, Control Resources) use methodical steps to deal with a problem.
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 Steps: (IDIASC) identify problem, Define problem, Investigate, Analyze, solve, and check the solution.
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473. Any problem in team members => 1st investigate => then take action
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474. Control Resources process concerned with physical resources whereas Team members in Manage team process.
475. considered while determining recognition and rewards => Cultural differences
476. Sponsor replaces key resource with new hire=>1st analyze, change’s impacts on scope, schedule, or budget.
477. senior manager wants to use an essential/key project resource for another project => PM 1st negotiating if not
resolve 2nd Escalate issue to the program manager/sponsor
478. team member requests two months leave => Evaluate the Impact on the project
479. determining each person’s role in project team, important items=>role, authority, responsibility and competency
480. Project execution is just getting underway and team is still in forming stage => Schedule team building meeting
481.
 Scheduled training => online, classroom, on-the-job, etc.
 Unplanned training => conversation, observation, and project performance appraisals.
482. Some resources will be unavailable, limited resources => Recalculate critical path applying resource constraints
483. Cohesiveness and staff turnover rate are both based on trust and open communications.
484. Daily stand up meetings foster communication in regularity to communicate evolving details, status, and needs
485. extrinsic motivators used=> incentives such as rewards, gifts, or money

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 Communication
486. PROCESSES
1) Plan Communications Mgmt. (P) - Developing a plan for comms. based on stakeholder needs. Include
Escalation, confidential information.
2) Manage Communications (E) - Creating and distributing project information. Ultimate disposition of
information. Performed throughout project.
3) Monitor Communications (M) - Monitoring communications to ensure stakeholder’s needs are met.
487. Plan communication management is to identify the 5Ws (Who. What. When. Where, Why) and 1H (How)
 Who needs the information;
 What information needs to be communicated;
 When should the information be communicated;
 Where should the information be communicated;
 Why communication of the information is essential; and
 How the information needs to be transmitted. (e.g. e-mail, conference call).
488. Communications management plan => Provides information such as frequency, type, who is responsible for
communication. All communications details for SH engagement, including methods, formats, and technologies.
Include a person who authorize release of confidential information. Any communication flows
489. Noise –> limited Communication Capabilities, may affect the project.

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490. PM spend most of time => communicating with team members and other stakeholders.
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491. several overseas developers join the team => update first Communications management plan
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492. PMP will be communicated => Manage Communications process
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493. finally releases project information to SH => Manage Communications process

494. Profiles/shortlisted candidate’s profiles submission, to client/SH through => Manage Communications process.
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495. Relation problems (stakeholder management plan)

496. Information problems (communication management plan)
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497. Managing info for each type of SH=> Specific info send to specific type SH => Manage SH Engagement
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498. Stakeholder notifications must be archived => Update OPA (Manage Communications process produces it)
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499. Project communications (O/P- Manage Communications, I/P- Monitor Stakeholder Engagement) all project
level communications that has been distributed to all SH as defined in Comm Management Plan and SH
Engagement Plan. i.e. performance reports, deliverable status, schedule progress, cost incurred, presentations,
and other information required by stakeholders.
500. Hammock activity => Control communications, summary activity, used between milestones or work package,
also schedule bar chart reports
501. mechanisms by which information is exchanged
 Formal: Reports, formal meetings (both regular and ad hoc), meeting agendas and minutes, stakeholder
briefings and presentations.
 Informal: General comm activities using emails, social media, websites, and informal ad hoc discussions.
502. Communication Methods: PM/374
1) Interactive communication:
 Used- change, critical Decision. Most efficient.
 Ex- meetings, brainstorming, phone calls, messaging, some forms of social media, video conference.
2) Push:
 Sent/distributed directly to specific recipient but doesn’t confirm that it actually reached or was understood.
 Letters, memos, reports, emails, faxes, voice mails, blogs and press releases.
3) Pull:
 It is used for very large volumes of information or for very large audiences.
 requires the recipients to access communication content at their own discretion

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  Web portals, intranet sites, Websites, e-learning, lessons learned databases, knowledge repositories.
503. Communication models describe the process of communication
 Basic sender/receiver: Encode-> Transmit message-> decode.
 Interactive: additional steps add, Acknowledge and Feedback/response
504. Communication channels => paths of communication that exist in project. It is helpful for identifying and
planning project communications. Associated with Communication Requirements Analysis
505. No of channels = n(n-1) /2. Always add 1 more for PM with total SH, i.e. n = Total no# SH + 1(for PM)
506. Too technical communications => communication styles assessment (preferred comm method, format and
content). It is a common Interpersonal and Team Skills technique used during planning communications.
507. increase support of unsupportive SH=>Perform a comm styles assessment, By understanding SH’s comm styles
508. New PM + Reports or Information Issues or Problems => Communication Management Plan
509. PM send mail to Customer to ensure arrival of mail => Email tracking or follow Mail.
510. communicating is not working well(mail not get)=> Seek alternative methods of communication
511. PM showing Report in a meeting + presentation=> currently involved in Manage Communication process.
512. Multifaceted approaches => Effective for communicating with SHs from different generations and cultures
513. Help to plan communications based on project and official environment of organization => Political awareness

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514. Active listening (T.T- Monitor SH Engagement, Manage Comm, Manage Project Knowledge) => involve
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acknowledging, clarifying & confirming, understanding and removing barriers that adversely affect
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comprehension. Also used to reduce misunderstandings and other miscommunication. PM/386.
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515. Communication planning becomes increasingly important in a virtual team environment.
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516. When employing a virtual team biggest challenge=> team cohesion, i.e. getting team to work together as a team.
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517. daily stand up meetings foster communication in regularity to communicate evolving details, status and needs
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518. Direct & Manage Project Work -> Monitor Communications -> Monitor & Control Project Work -> Manage
Communications. Direct & Manage Project Work process produces work performance data, which converted
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to work performance information by Monitor Communications process. Monitor & Control Project Work
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process uses this information and produces work performance reports which are then distributed to SHs by
Manage Communications process.
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519. PM should consider cultural differences, with multiculturalism => when considering recognition and rewards
during team development.
520. Reporting performance about scope to SH=>Communications Management (Manage Communications Process)
521. misunderstandings in written communication can be reduced by using the 5Cs:
 1. Correct grammar and spelling
 2. Concise expression and elimination of excess words
 3. Clear purpose and expression directed to the needs of the reader
 4. Coherent logical flow of ideas
 5. Controlling flow of words and ideas

Risk
522. PROCESSES
1) Plan Risk Mgmt. (P) - Defining how to conduct risk mgmt. activities on project.
2) Identify Risks (P) (see ITTO) - Identifying individual project risks and sources of overall project risk.
3) Perform Qualitative Risk Analysis (P) (see ITTO) - Prioritizing risks by evaluating their probability and
impact. Confirm risk owners for individual project risks. Performed throughout the project.
 Risk urgency information is updated to Risk register
4) Perform Quantitative Risk Analysis (P) - Numerically analyzing the effect of risks on objectives.
5) Plan Risk Responses (P) - Defining strategies & actions to address overall project risks and treat individual.
6) Implement Risk Responses (E) - Implementing planned risk responses.
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 7) Monitor Risks (M) - Tracking risks; identifying and analyzing new ones. Evaluating risk process
effectiveness throughout the project
523. Work around = unidentified risks
524. identified risk => contingency reserves/plan, unknown risks + unforeseen workaround => management reserves
525. Contingency Reserves => anticipated but not certain events. These events are also called "Known unknowns."
526. several unexpected issues have developed, unanticipated change => use management reserves
527. New risks => Analyze the risk
528. unidentified risk is identified, next=> Qualify the risk (perform qualitative risk analysis)
529. nearing completion, unidentified risk has arisen and affect one of deliverables=> Notify SHs immediately
530. allocate more contingency reserves for new risks => Perform reserve analysis
531. Implement Risk responses for Known-Unknown risks, but workaround for unknown-unknown risk- done in
Direct and Manage Project Work process
532. Implement Risk Responses process ensures agreed-upon risk responses are executed as planned to achieve all
the following: (Tracking risk not included in implement risk response)
 Minimize individual negative risk and Maximize individual positive risk/opportunities
 Address overall project risk exposure

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533. Risk Response Strategies
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 Risk mitigation: reduce probability of occurrence and impact of a risk.

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 Risk acceptance: acknowledges the existence of a threat, but no proactive/preventive action is taken. E.g
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Flood, tornado, hurricane o.
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 Active acceptance (Establish contingency reserves (time/money/resources) or fall Back Plan, no

response plan initiated).
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 Passive acceptance (management reserves, workaround).

 Risk avoidance: changing PMP or objective that is in jeopardy in order to eliminate potential threat entirely
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reducing its probability of occurrence to zero.

 Risk transfer: shifting ownership of a threat to a third party to manage risk and bear impact if threat occurs.
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E.g. insurance, warranties or guarantees, FFP contract, agreement local water tanker supplier
 Escalate: Risk is outside project’s scope/authority, communicate them to proper parties. Escalated risks are
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managed at program/portfolio level, but not at project level.

 Enhance (reverse of Mitigate): increase the probability of an opportunity occurring
534. Avoidance and mitigation => used for high-priority, high-impact risks.
535. Transference, escalation, and acceptance => for low-priority, low-impact risks
536. Avoid=> stock of electrical bulbs, Use older encryption technology, more safety equipment, Cutting scope
537. Exploit = new technology + talent Resources
538. present the idea/response to the project sponsor and other executives/SH => Escalate
539. Mitigate:
 Rent Server or Generator.
 Prototype.
 Adopting less complex processes & conducting more tests.
 Choosing more stable suppliers.
 Negotiating
Negative risk/threats Positive risk/opportunities
Avoid Exploit (reverse of Avoid)
Mitigate Enhance (reverse of Mitigate)
Transfer (deflect, allocate) Share
For Both
Escalate
Accept

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540. Risk already had been identified during project planning, do next => Implement agreed-upon risk response
541. If identified risk occur, which in risk register => first contact risk owner
542. Risk not identified during planning, next => Brainstorm ideas (T.T of Identify Risks) with team to mitigate risk.
543. implementing agreed-upon risk response plan, next=>monitoring if it effective, done in Monitor Risks process
544. New PM + Flood => Review Risk management Plan
545. Risk management plan provides roles and responsibilities for risk management, methodology and risk
thresholds, risk categories, risk appetites and reporting formats. Also describes how risk management activities
will be structured, documented, maintained, communicated and performed throughout the project.
546. Risk management Plan contains the risk categories, risk appetites and reporting formats, frequency of risk audits
=> used to manage stakeholder engagement. assist selection of the optimal stakeholder engagement strategy
547. When a risk occur => PM 1st need to refer risk management plan to see if this was identified risk and if so, to
follow recommended plan.
548. A secondary risk => arises as a direct result of implementing a risk response.
549. A residual risk => remains after risk responses have been implemented.
550. Found risk information (from previous project’s risk breakdown structures (RBS))
551. Risk register (O/P- Identify Risks):

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 captures details of identified individual risks (agreed-upon responses for each risk + risk owner)
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 Also Include contingency plans, risk triggers

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 Include a watch list for low-priority risks or risks requiring further analysis
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 Update- when select a new vendor (start-up company).
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552. Risk Register => result of Perform Qualitative & Quantitative Risk Analysis & Plan Risk Responses processes.
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553. Risks (Low) placed on watch list without risk response plan, if occurred=> PM analyze impact to determine
best course of action.
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554. Risk to the ability of the team to sustain their level of performance=> captured in risk register.
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555. Risk is an event that not happened yet, but an issue that already happened=>add issue register or log for tracking.
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556. Risk report (O/P- Identify Risks):

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 Assessment of current overall project risk exposure, as well as agreed-upon risk response strategy.
 Developed progressively throughout Risk Mgt. process, Description of individual risks + planned responses.
 Summary information/aggregated view of all identified individual risks. Such as number of identified threats
and opportunities, distribution of risks across risk categories, metrics and trends etc.
 Information on sources of overall project risk, It is best document to review for open risks, during closing
557. Project team decides to change PMP in order to eliminate a high probability threat=> Plan Risk response process
558. Root cause analysis => Discover underlying causes for RISK. Also assist in identifying root causes of a problem
and solutions for change.
559. Cause-and-effect diagrams (Fishbone, why-why, Ishikawa): (Manage Quality, Control Quality) PM/292
 Identify the main/underlying/root cause of the problem.
 Reveal factors that might be linked to potential problems.
 Identify unknown reasons and breaks down causes of an identified problem
 Defining the problem statement or effect is the first step.
 Identifies underlying reasons for the resistant SH.
 look backward at what may have contributed to quality problems on the project
560. Affinity diagrams: (Collect Requirements, Manage Quality) R/188- Grouping or classifying Ideas/info
 Allow large numbers of ideas to be classified into groups for review and analysis.
 Used to organize potential causes of defects (factors) organized into groups, showing areas that should be
focused on the most.
 Organize and group the result of Root cause analysis.
 used to generate and organize requirements
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561. Matrix diagrams: (8.1 Plan Quality Management, 8.2 Manage Quality) R/330
 Strength of relationships among factors, causes, and objectives that exist between the rows and columns that
form matrix. For example, X shaped matrix can display four factors for comparison.
562. Sensitivity analysis => determine which risks or uncertainty sources have most potential impact on project.
563. Tornado Diagram(bar chart, sensitivity analysis) done in quantitative risk analysis
 Greatest potential Risk to project.
 Sort and prioritize the variable/risk according to their impact/highest degree of uncertainty to most stable
 comparing relative importance of the variables
 assists PM in focusing on the most critical (greatest) risks
564. Monte Carlo analysis (Simulation, use in quantitative risk analysis):
 Variability risks can be addressed with range of variation reflected in probability distributions
 Uses a model to simulate project risks
 Involves several thousand iterations to produce a range of possible outcomes.
 Running Monte Carlo analysis for schedule risk, used=>schedule network diagram + duration estimates.
565. Histograms (vertical bar chart): (8.2 Manage Quality, 8.3 Control Quality)
 Numeric data, frequency of factors/causes/errors or defects. Order by- Frequency of occurrence
 shows the statistical distribution of results
 how many errors or defects had been identified and how many remained uncorrected
 Shows the number of defects per deliverable.

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 Ranking cause of defects, number of times each process is noncompliant.
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566. Pareto diagram (histogram or vertical bar chart) (Plan Quality Management, Control Quality):typically used in root cause analysis
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 Shows how many results were created by each identified cause. which issue has maximum impact
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 Order by- Frequency of occurrence. Benefit prioritization, 80/20 Rule.
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 Relates to quality mgt, determine main contributors of defects. Ranked ordering causes of quality issues.
 identify the most common sources that are responsible for causing the majority of the problems
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567. Scatter diagram (8.2 Manage Quality, 8.3 Control Quality) PM/293
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 correlation charts, relationship between two variables (dependent variable and independent variable) based
on how closely they fit a geometric model
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 identify the variables of the quality management plan

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568. Bubble chart displays three dimensions of data, where each risk is plotted as a disk (bubble), and the three
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parameters are presented by the X-axis, Y-axis and bubble size.

569. Context diagram (5.2 Collect Requirements) => visual depiction of product scope showing a business system
(process, equipment, computer system, etc.) and how people and other systems (actors) interact with it.
570. Flowcharts (process flow diagram) (Plan Quality Management, Manage Quality) => displays sequence of steps for
a process that transforms inputs into outputs. Also used for identifying where quality defects can occur or where
to incorporate quality checks. It is a useful tool for understanding and estimating cost of quality for a process.
571. identify resources that are over allocated => Resource Histogram, used for resource leveling
572. If risk (disaster, earthquake) exceeds risk thresholds and all contingency and management reserves => Avoid:
Since you cannot remove threats, recommend the termination of project.
573. Whether or not built a preventive measure/action=> conduct a decision tree analysis.
574. Decision tree analysis (Perform Quantitative Risk Analysis)-PM/435 => selects best alternative courses of several
action (paths) and their monetary values. In decision node- Input: Cost of each decision; Output: Decision made
575. For Identify Risks & Creating risk register => Include project team and other key stakeholders
576. High level Risk, assumptions and constrains => implementation strategy
577. Alternatives analysis (T.T- Control Resources, Perform Quantitative Risk Analysis, 13.4 Monitor Stakeholder Engagement & so
on) => best solution for correcting variances, it may be corrective/combination of corrective & preventive actions.
578. Variance analysis=> Diff. between planned/earned & actual performance. Determining cause and degree of
difference between baseline & actual performance, also deciding whether corrective/preventive action required.

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579. Few golden lines of risk we should always follow:-
 1) When risk is discovered, you should record in risk register.
 2) When risk gets triggered (about to occur) - Use Contingency plan.
 3) When risk occurs, record in issue log.
580. Trends and emerging practices for Project Risk Management
 Event risks: uncertain future events that may or may not occur. E.g. a key seller may go out of business
during project, customer may change requirement after design is complete or a subcontractor may propose
enhancements to standard operating processes.
 Non-event risks
 Variability Risks: Uncertainty exists about some key characteristics of a planned event/activity/decision.
E.g. productivity may be above or below target, number of errors found during testing may be higher or
lower than expected or unseasonal weather conditions may occur during construction phase. It can be
addressed using Monte Carlo analysis, incremental development, prototyping or simulation.
 Ambiguity Risks caused by lack of understanding, imperfect knowledge. E.g. elements of the requirement
or technical solution, future developments in regulatory frameworks, or inherent systemic complexity in
the project. It is managed by filling gap by obtaining expert external input or benchmarking.
 Project resilience: The existence of emergent risk is becoming clear, with a growing awareness of so-called
unknowable-unknowns. These risks can only be recognized after they have occurred. Emergent risks can be
tackled through developing project resilience.
 Integrated risk management: A coordinated approach to enterprise-wide risk management ensures

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alignment and coherence in way risk is managed across all levels.
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581. SWOT analysis: (11.2 Identify Risks)
 Helps identify potential risks; stands for strength, weakness, opportunity, threat.
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 Degree to which organizational strengths may offset threats and weaknesses might hinder opportunities.
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582. Risk data quality assessment (T.T- Qualitative risk analysis) => evaluates risk data is accurate and reliable.
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583. develops options and actions to enhance opportunities and reduce threats =>Plan Risk Responses
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584. Monitor Risks includes steps:

 Monitoring & Evaluating risk process effectiveness throughout the project
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 Tracking identified risk. Analyzing new risk

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 Risk owners evaluate and report on their risk plan effectiveness to PM.
585. Risk reassessment (Monitor Risks) => identify new risks + evaluates outdated risks
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586. No budget for risk with high impact & very low potential, occurs => Update risk management plan based on
risk monitoring and assessment
587. Before deciding to action, PM needs to determine potential conflicts and monitor progress.
588. Risk severity is product of probability and impact => higher product the higher the risk is rated.
589. Risk probability and impact assessment: (11.3 Perform Qualitative Risk Analysis) PM/423
 Investigates the likelihood that each specific risk will occur.
 Can be done by interviews or meetings with team & knowledgeable persons.
 Investigates the potential both negative effects for threats and positive effects for opportunities.
590. Probability and impact matrix (11.3 Perform Qualitative Risk Analysis) PM/425
 Specifies combinations of probability and impact, rating risks as low, moderate, or high priority
 Focus only on main risks. Sorted by probability and impact for further analysis
 The impact scale contains values from 0 to 1. A value of Zero indicates non-occurrence of the risk, while 1
is a certainty. A value greater than 1 indicates, risk has already occurred and it’s an issue now. Hence, a risk
impact of 0.8 represents the highest impact among all options.
591. PM first needs to understand the severity of a risk impact before develop a risk response.
592. Project reports => faxes, memos vendor correspondence.
593. Risk Parameters Assessments: data analysis technique done in Qualitative Risk Analysis process
 Urgency: The urgency parameter indicates, risk is likely to occur soon.
 Dormancy: the period of time that may elapse after a risk has occurred before its impact is discovered.
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  Manageability and controllability: indicates the level of difficulty involved in dealing with an identified
risk. Where management/control is easy, manageability/controllability is high
 Strategic impact: positive or negative effect on the organization’s strategic goals.
 Propinquity: defined as “nearness in relationship” and represents the degree to which something matters
personally to individual SH or group of SH. Where risk is perceived as very significant, propinquity is high.
594.
 Product frequently (often) not meet the desired purpose => Cost- benefit analysis
 Product frequently not meet the desired purpose = not meeting objectives => Terminate the project
595. Three-point estimating (Estimate Activity Durations, Estimate Costs) => Time estimates based on range. Applying
average or weighted average. Estimates to forecast range of schedule activity durations & costs. Takes risk and
uncertainty in to consideration.
 Triangular distribution = (P + M + O)/3
 Beta (PERT) = (P + 4M + O)/6; P = Pessimistic (Worst case), M = Most likely, O = Optimistic (Best case)
 Range is +/- standard deviation = (P-O)/6. variance = [( Pessimistic-Optimistic)/6]2
596. Physical resources or team resources cannot be estimated at activity level, using three-point estimation.
597. Critical path method not consider risk.
598. Risk on future, if occurs it will be issue.
599. Strike by local workers (What-If Scenario), Unusual weather conditions => Monte Carlo Simulation

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600. Risk audit => effectiveness of risk response & risk management process

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601. Risk reviews [meeting] are scheduled regularly and should examine and document effectiveness of risk
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responses in dealing with overall project risk and with identified individual project risks.
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602. Risk appetite (Risk tolerance) R/442: the level of risk acceptable.
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603. Risk threshold (level of uncertainty, level of impact, Limits, certain point, boundaries): specific point at which
risk becomes unacceptable.
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604. determine the acceptable level of overall project risk=> Determine risk appetites of key project stakeholders
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605. Risk trigger = alert/Sign of risk

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606. EMV (Expected Monetary Value) = P x I. probability (P), impact (I)

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607. Risks with the highest EMV have the highest priority to address first
608. Technical performance analysis (T.T- Monitor Risks):
 Compares technical accomplishments during project execution to schedule of technical achievement.
 Include- weight, transaction times, number of delivered defects, storage capacity, less functionality.
609. High-value and high-risk features should be developed first. It is better to fail early.
610. Risk workshop: is a technique used in qualitative risk analysis to discuss, analyze, categorize, and prioritize
previously identified risks. Also used for new risk identification.
611. Risk categories (Done in plan risk management) :
 Grouping individual project risks with a risk breakdown structure (RBS)
 Part of risk management plan. helps to identify and qualify risks
612. As per Risk-Value Quadrant (Agile Requirements Prioritization Scheme)
 Do First – High Value and High Risk
 Do Second – High Value and Low Risk
 Do Third – Low Value and Low Risk
 Avoid – Low Value and High Risk
613. Implementing risk responses => O/P change request
614. previously identified risk is realized/occur, but risk owner not available=> add to issue log
615. A defect repair has been approved, next =>repair the defect through Direct and Manage Project Work process

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616. Defect has been repaired, next => Conduct approved change requests review (Control Quality process) to ensure
all ACR were implemented as approved.
617. Defects have been found and repaired deliverables re-tested => Control Quality process (same process).
618. When a risk/problem occur, Check risk register for agreed-upon risk responses and owners, if not =>Check
possibility previously similar problem identified and who was assigned the responsibility =>
619. Influence diagram (Risk Diagramming technique) => used as a tool in the Perform Quantitative Risk Analysis
process. It represents project or situations within a project as a set of entities, outcomes, and influences, together
with relationships and effects between them. Situations showing causal influences, time ordering of events
620. Failed project for realized risks => There was little or no action taken to manage known risks
621. Similar errors occurs => risk response plans are not working or have not been implemented.
622. Similar errors occurs, to improve Implement Risk Responses process=>Research lessons learned register

Procurement
623. PROCESSES
1) Plan Procurement Mgmt. (P) - Documenting procurement decisions, specifying approach and identifying
potential sellers.
2) Conduct Procurements (E) (see ITTO)- Obtaining seller responses, selecting a seller & awarding a contract.
 Proposal evaluation, Bidder Conference, Negotiation (T.T).

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 Selected seller (o/p).
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3) Control Procurements (M) - managing procurement relationships; monitoring seller performance and
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making changes and corrections as appropriate and closing contracts.
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 monitoring payments to the seller, incentives/bonus
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 amending (সংয োধন) contracts as needed

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624. Problem between PM and contractor (outstanding issues, claims and disputes):
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 Negotiation > alternative dispute resolution (ADR)/mediation > Arbitration > Closing > Litigation in court
625. Subcontract take new Work + it’s Capabilities become Lower => procurement Performance Review
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626. Performance review (Data analysis- Control Procurements) => measure, compare, and analyze procured item
against agreement/contract. Periodically check this.
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627. Not meet quality specifications => Conduct procurement performance review
628. High risk on seller => fixed price contract.
629. High risk on buyer => cost reimbursable contract.
630. Sharing Ratio => Cost Plus incentive fee (CPIF).
631. consultant services, hire technology experts, material contract, how much and long services needed not known
=> Time and material
632. Contract/agreement contains => Intellectual Property (IP) clause, acceptance criteria, termination clause,
General terms and Conditions, Alternative Dispute Resolution (ADR).
633. Procurement Management Plan=>how procurements will be planned, executed and controlled. Contains
activities to be performed in Control Procurement process. EEFs & OPAs will significantly influence this plan.
634. Procurement Management Plan includes => Legal jurisdiction and currency for payment
635. Procurement Strategy (O/P- Plan Procurement Mgt.) determines project delivery methods, Contract payment
types, how the procurement will advance through the procurement phases.
636. Bid documents (O/P- Plan Procurement Management) => sent to the vendors so they can develop a bid response.
 Request for information (RFI): when more information on the goods and services, is needed from sellers.
 Request for proposal (RFP): most formal bid document types, is used when there is a problem in project
and solution is not easy to determine. Strict procurement rules for content, timeline, and seller responses.
 Request for quotation (RFQ): how vendors would satisfy the requirements and/or how much it will cost.
Although some more information the PM can be included/asking in the RFQ,
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637. source selection analysis for small procurement => only qualifications selection method applies
638. Bidder conference (pre-bid conferences)
 Meetings between the buyer and prospective vendors/sellers prior to proposal submittal.
 good way to ensure all bidders have the same Information at the same time
 ensure fairness and equity within the bidding Process
 Where you will answer all the questions and clear all the doubts.
639. Source selection criteria (O/P- Plan Procurement Mgt.) => set of attributes such as cost, capability, capacity,
delivery dates and technical experience. etc., desired by the buyer which a seller is required to meet or exceed
to be selected for a contract. Minimizing/eliminate personal biases.
640. Procurement documentation => bid documents, procurement statement of work, independent cost estimates,
source selection criteria, seller performance reports. (Requirements documentation is not part of It)
641. Independent cost estimates provide a reasonableness check against bidder proposals. This would serve as a
benchmark when evaluating proposals.
642. Independent estimates is used when there is a gape in price between two proposal for similar item
643. Any changes to product/delivery of vendor=>1st PM should check procurement mgt. plan and contract terms.
644.
 Identify the potential vendors => plan procurement
 Selecting the potential vendors => Conduct Procurement

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645. Close Procurements => done in Control Procurements, it is not a process.

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646. final payment is made => After approved all of contact’s deliverables
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647. All deliverables should accepted and final payments made prior to project closure. all contracts should be closed
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648. The buyer is responsible for closing out the procurement contract.
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649. To complete procurement closure the buyer provides the seller with formal written notice.
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650. Advertising => awarding government contracts, facilitate a larger number of responses to an invitation for bid,
want to expand existing lists of sellers
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651. contract for multiple years and allow price adjustments (FP with Economic Price Adjustment)
652.
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 if one supplier exceeded the allowable cost => make or Bye analysis
 If Most of /all supplier exceeded the allowable cost => Analyze Contract /procurement Plan.
653. Procurement Statement of Work (SOW) (O/P Plan Procurement Management) R/526
 For obtaining vendor responses. Scope of work to be done on each procurement.
 It must also detail the acceptance criteria and the process of gaining acceptance.
 Not specify close out contracts
654. (During Revise deliverables with seller) Quality specification => Procurement Statement of work.
655. Payment schedule 1st recorded in Procurement SOW, after contract is signed its available in Agreement.
656. If any items are not mentioned in SOW => accept deliverables & start close procurement process.
657. Procurement audit (during Closing Procurement) => review contracts and contracting processes for
completeness, accuracy, effectiveness, success and failures. Including any questionable ethics.
658. Formal procurement closure defined =>agreement (contract) and included in procurement management plan.
659. Local Government request to contract with local sellers => revise Procurement Management Plan ( no contract)
660. Force majeure => war, riot strikes & 'acts of God' (e.g. flooding, tornado, hurricanes) that frees both parties
from contract.
661. delay in delivery, guidance on resolving => Resource management plan and procurement contracts
662. delay in delivery => Meet with the team to discuss the issue
663. Analytical Techniques: examine past performance of potential vendors/sellers
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664. EV = S-Curve.
665. Any change on contract must approval change through perform integrated change control
666. Once the approval is gained for a specific seller(s), an agreement (contract) will likely be awarded
667. Seller performance evaluation [documentation]
 prepared by the buyer and documents the seller's ability on current contract;
 indicates whether the seller can work on future projects
668. Seller not consider again for future contracts => Remove from the prequalified sellers list
669. to ensure vendor not allowed work future, Which OPA updated=> Seller performance evaluation documentation
670. Tailoring considerations include availability of contractors/vendors. It is better to determine/identify vendor
availability before conducting procurements.
671. Agreements=> agreed-upon timelines/scheduling constraints of vendors. Also have milestone dates, contract
type, acceptance criteria, and awards & penalties that can present threats or opportunities (Identify risks).
672. vendors do not receive project communications => Failing review agreements in Identify Stakeholders process
673. PM must close corresponding procurement docs (e.g. agreements, contracts) per services delivered & accepted.
674. Eliminate personal biases from selection process=>remove any identifying information of vendor’s proposals.
675. 1st see as a seller/vendor => selection method in procurement documents of company's bid package.

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676. Intellectual property contains in => Requirements documentation, agreements, contracts.

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677. proposal evaluation => Data analysis technique
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678. R/502 o.
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 Decentralized purchasing: no purchasing, contracting or procurement department in company

 Centralized purchasing environment: the actual procurement and contracting functions are carried out by a
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separate department. Project managers would not be responsible for conducting procurements
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 Supply chain management=> for the global nature of projects and the use of international suppliers.
679. Market research => examination of industry and gather info on specific seller capabilities.
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680. Purchase Order are normally unilateral (signed by one party). Usually used for simple commodity procurement.
681. Quality and cost-based method allows cost to be included as a factor in the seller selection process.
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682. The Fixed budget selection method requires disclosing the available budget to invited sellers in the RFP and
selecting the highest-ranking technical proposal within the budget.
683. If FP contract=> WBS is easy to build because scope is clear. So best estimating method is bottom up estimating.
684. Negotiating the contract is the responsibility of procurement manager. PM not prime negotiator, but PM may
guide the procurement team on taking some decisions;
685. list of sellers is too large => prepare a short list for qualified sellers
686. supplier merges with another company => Review stakeholder register and revise/update it as necessary
687. procuring organization or an outside professional estimator prepare a cost estimate=> Benchmark estimate
688. only one vendor available => Sole source
689. Only a vendor has skill to work, but not well suited with organization environment=>use Trial Engagement.
690. CPAF, Award fee is not subjected to an appeal.
691. to start immediately within short notice without knowing how much time activity will take => T& M
692. When materials arrive at the site on time by supplier => Inform inspections group to verify.
693. Contract Change Control System part of EEF, is used to collect track, arbitrate, and communicate changes to
contract. Include paperwork, tracking systems, dispute resolution procedures & authorizing changes to contract.
694. Vendors goes bankrupt => update the risk register.

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695. Highest to lowest (Buyer ->Seller risk): CPPC => CPFF =>CPAF=> CPIF=>T&M=>FPEPA=> FPIF=> FFP.

696. ensure a mutual understanding of vendor's work in progress => Conduct a walkthrough (inspection)
697. involved in negotiations on procurements during Conduct Procurements phase=> Procurement administrator
698. Finalizing open claims is performed during the close project or phase process.
699. contracted work done as soon as possible, add to the contract=> Incentives
700. large number changes in cost reimbursable contract=>Terminate existing contract and negotiate for a new one
701. T&M chosen instead of FP => when project scope includes progressive elaboration of the scope of deliverables.

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Stakeholders
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702. PROCESSES
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1) Identify SH (I) - Identifying SHs regularly and documenting their interests, involvement, interdependencies,
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influence, and potential impact on project success.

2) Plan SH Engagement (P) -Developing approaches to involve SHs, based on their needs, expectations,
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interests & potential impact on project. Use T.Ts to close gaps between current & desired SH engagement
levels.
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3) Manage SH Engagement (E) - communicating and working with SH to meet their needs and expectations,
address issues and foster appropriate SH involvement. Increase support and minimize resistance from SHs.
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4) Monitor SH Engagement (M) - monitoring overall relationships & tailoring strategies for engaging SHs.
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703. PM starts developing effective SH engagement strategies=> from early during planning phase.
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704. request additional funding to => Project sponsor

705. Cross-cultural communication/SH in different countries=>Need Cultural awareness, Planning cultural diversity
706. Interpersonal and Team Skills (soft skills) for Manage Stakeholder Engagement:
1) Conflict management: ensure that conflicts are resolved in a timely manner
2) Cultural awareness: to communicate effectively by considering cultural differences and requirements of SH
3) Negotiation: is used to achieve support or agreement
4) Observation/conversation: is used to stay in touch with the work and attitudes
5) Political awareness: understanding power relationships and how influential within and around project.
707. networking can be used to determine levels of stakeholder engagement
708. Stakeholders disagree about project success => project lacked measurable objectives.
709. numerous/large number of change requests (An incomplete stakeholder register)
710. Change SH attitude toward project => 1st Add a new record to issue log
711. Actively working with project stakeholders and resolving their issues => project stakeholder management.
712. Stakeholder engagement plan => guidance on how the various stakeholders can be best involved in project.
713. Stakeholder engagement assessment matrix (T.T- Plan Communication management, Plan Stakeholder Engagement)
 compare current and required desired SH engagement levels
 Data representation technique.
714. Stakeholder register:
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  Includes identification, assessment, initial classification and levels of support of stakeholders.
 Roles and responsibilities of stakeholders.
 an overview of their roles and attitude toward risk on the project
 It is a project document and does not need an approved change request to modify.
715. stakeholder register information falls into three categories:
 Stakeholder Identification
 Stakeholder Assessment
 Stakeholder Classification
If you include a stakeholder management strategy, it will be the fourth category. In a big organization, stakeholder
management strategy is a separate document. However, in a smaller one, this info can be included in SH register.
716. New SH => 1st Schedule a meeting with him and learn about his requirements and expectations, then change
 1st: SH Register
 2nd: SH Management Plan
 3rd: Communication Management Plan
 4th: Project Management Plan.
717. New SH => Meet with him to review the project charter, to ensure a common understanding of the key
deliverables, milestones, as well as the roles and responsibilities of the stakeholders on the project.
718. New SH + requested for few changes => 1st update SH Register, 2nd submit change request for his request

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719. The engagement level of stakeholders can be classified as follows:
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 Unaware: not aware of the project nor its outcomes.

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 Resistant: aware of the project but unsupportive it.
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 Neutral: neither supportive nor unsupportive.
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 Supportive: supportive, feels favorable about the project and its outcomes.
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 Leading: Aware, strong personal interest and actively engaged.

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720. Ensure SH engagement during project initiation to reduce Project risk

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721. just compiled/create a list of potential stakeholders names, do next => Conduct stakeholder analysis
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722. Stakeholder analysis => identifies interests, expectations, and influence of identified stakeholders as well as
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ways to manage impact on them or the project. Also determine risk appetite of SH.
723. PM use to manage each SH's influence on project => Stakeholder analysis
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724. Manage Stakeholder Engagement is only process where actively managing information for each type of SH.
725. Stakeholders clearly understand the project goals, objectives, benefits and risks for the project, as well as how
their contribution will enhance project success? => Manage Stakeholder Engagement process
726. I/P- EEF + OPA + Expert Judgment + meetings=> all SH process except monitor SH hasn’t Expert Judgment.
727. In meeting PM can’t agree with one of SH => 1st add to issue log => 2nd Hold a meeting with the SH.
728. One of SH not received reports but others received (Review communication management plan)
729. Some/all of the stakeholders not received reports => Document the issue in the issue log
730. Resignation of team member or High technical member => impact analysis
731. Big issues or critical event/affected critical component must
 1st: notify the project SH.
 2nd: create work around
 3rd: submit a change request
732. one stakeholder's involvement is lessened due to illness => 1st update SH engagement plan
733. A key stakeholder, will be unavailable, PM do first => Update issue log and notify other SHs.
734. Transfer the ownership of deliverables to assign SH => project closure.
735. No support from SH => identify SH Early,
736. SH expectations meet need => Considered stakeholder feedback
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737. Key SH + refused one of deliverables acceptance =>
1) Validate scope against Scope Baseline.
2) Review PMP (Project management plan).
738. identify SH => Throughout the project (At any time)
739. influential SHs, He can cancel project => Involve him from beginning of project and manage them closely
740. Management strategies for SH are as follows (Power/interest Grid): MKKM

741. Need sponsor's/SH continuous support, with his low interest => Keep sponsor/SH satisfied
742. Classifying the identified stakeholders (power/ interest grid)

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743. Business operational end-users => keep informed
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744. Unaware group of stakeholders => Monitor
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745. authority and involvement in the project => Power/Influence Grid
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746. Stakeholder cube => three dimensional model. Add geographical component to the power and interest level.
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747. Salience model => classifying SHs based on power, urgency and legitimacy, determining relative importance
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of identified SH. useful for large complex communities of SHs or complex networks of relationships
748. Power/influence grid for (small projects + small numbers of stakeholders). Salience model for large complex
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communities of stakeholders or complex networks of relationships.

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749. Key SH not attend meeting, refused one of deliverables acceptance but all other SH accept this deliverables =>
Explain to him obligations from the beginning of the project.
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750. Effective (right information to right audience in right time)

751. Efficient => information which need.
752. negative stakeholders => Engage them in project decisions
753. Feedback & Presentations => used only in two processes Manage Comm. and Monitor SH Engagement.
754. Resistance to supportive:
1) update SH engagement matrix
2) update SH engagement plan
3) update SH register as output from plan SH management process
755. SH become resistant, do 1st => add to issue log => then update to SH engagement plan, through ACR
756. SH resistant => Communicate the stakeholder engagement plan
757. New PM in half of project => refer to PMP (Project management plan).
758. New PM + unaware of OPA standards, help to head start => Communicate with other PMs in organization
759. New PM + unfamiliar with skill sets required => Apply expert judgment.
760. Controlling the project: PM
761. Ground rules (O/P- Plan Resource Management, defined in team charter):
 establish clear expectations on acceptable behavior of team members
 decreases misunderstandings and increases productivity

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  All team members share responsibility for enforcing rules once they are established.
 conflict Resolutions
 project team (PM + project management team), should all be involved in developing ground rules
762. Classifies stakeholders according to their influence on the project:
1) Upward (senior management, sponsor, and steering committee),
2) Downward (the team or specialists contributing knowledge or skills in a temporary capacity),
3) Outward (SH groups and their representatives outside the project team, suppliers, government departments,
the public, end-users, and regulators)
4) Sideward (peers of PM, other PMs or middle managers who are in competition or who collaborate with PM).
763. Manage Communication => T.T- Project Reporting.
764. It’s always better to take the decision as per the contract.
765. Validate scope (the customer is doing the testing)
766. Project performance appraisal (individual team member’s performance)
767. Any changes SH comm. strategies would require an update to SH engagement plan through change request.
768. gaining the trust of stakeholders=> issue log and change log
769. used to promote communication with stakeholders=> issue log
770. In a Facilitated Workshops: R/190

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 Brings together stakeholders with different perspectives. Increase SH consensus.
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 Build trust, foster relationships and Improve communication among the participants.
 Bringing business subject matter experts and team together to improve software development process.
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 discovered earlier and quickly User stories
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 Used in JAD, QFD (VOC)

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771. All Baselines O/P then I/P

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Baseline O/P Main I/P

Scope Baseline 5.4 Create WBS 5.5 Validate Scope
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Schedule baseline 6.5 Develop Schedule 6.6 Control Schedule

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Cost baseline 7. 3 Determine Budget 7. 4 Control Costs

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772. Rent versus Buy Questions: (Cost to rent) * days = investment cost + ((cost to operate) * (number of days)).
773. If an investment in a project returns 15 percent annually, how much should you invest to get $5 million by the
end of the fifth year?
 Present Value = Future Value / (1 + interest rate)^(Period) =5,000,000 / (1 + 15%)^5 = 2,485,884
 See also oliver F Q-4
774. Benefit-to-cost ratio (BCR) = PV of inflows / PV of outflows
775. Cost-Plus-Incentive-Fee (CPIF),
 The total fee=targeted fee + [(target cost-actual cost)*Percent (%)]
 Total cost= actual cost+ Total fee
Ceiling price− Target price
776. PTA (Point of Total Assumption) = + Target cost; Target price = Target cost + Fee.
Buyer’s share ratio
Help Oliver F, Q-46
777. You are a project manager who is in charge of an important project for your company. The project is 40%
complete after 3 months and has cost $350,000. The budget for the project is $950,000 and is scheduled to last
8 months. How is the project performing?
 AC=$350000, EV= 40%*950000=$380000, PV= (3/8)*950000=$326250. Then, CV=EV-AC=$30000 and
SV=EV-PV=$53750. So the project is ahead of schedule and under budget.

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