My PMP's notes

My overview mind map for learning PMP (author : [email protected] )

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1. Reports

1.1. Trend Report

1.1.1. examine project performance over time

1.1.2. Disadvantages

1.1.2.1. _TODO_

1.2. Status Report

1.2.1. project status at a moment in time

1.2.1.1. specific date

1.2.2. Disadvantages

1.2.2.1. _TODO_

1.2.3. Advantages

1.2.3.1. Formal written report

1.3. Forecasting Report

1.3.1. Disadvantages

1.3.1.1. _TODO_

1.4. Variance report

1.4.1. To compare project results

1.4.2. Disadvantages

1.4.2.1. _TODO_

1.5. Work Performance Reports

1.5.1. status reports

1.5.1.1. weekly status report

1.5.2. progress reports

1.5.2.1. Disadvantages

1.5.2.1.1. _TODO_

1.5.2.1.2. Progress reports generally show problems after they have occurred

1.5.3. Is done throught

1.5.3.1. Report Performance is a monitoring and controlling process, and is also done during the Close Project or Phase process to report the perform

1.5.4. reserve burndown chart

1.5.4.1. _TODO_

1.6. Risk report

2. Data

2.1. Data gathering

2.1.1. Brainstorming

2.1.2. Focus groups

2.1.3. Interviews

2.1.3.1. Questionaires and surveys

2.1.4. Assumptions analysis

2.1.4.1. _TODO_

2.1.5. Delphi Technique

2.1.5.1. _TODO_

2.2. Data analysic

2.2.1. Stakeholder analysis

2.2.2. Document analysis

2.2.3. Alternatives analysis.

2.2.4. Reserve analysis

2.2.5. Cost-benefit analysis

2.2.6. Earned value analysis

2.2.7. Root cause analysis

2.2.8. Trend analysis

2.2.9. Variance analysis

2.2.10. Simulation

2.2.11. What-if scenario analysis

2.2.12. Decision tree

2.2.12.1. used in

2.2.12.1.1. 11.4 PERFORM QUANTITATIVE RISK ANALYSIS

2.2.12.2. calculate

2.2.12.2.1. Expected Monetary Value ( EMV )

2.3. Data representation

2.3.1. Power/Interest grid

2.3.2. Stakeholder cube

2.3.3. Salience model

2.3.4. Directions of influence

2.3.5. Prioritization

3. Communication

3.1. Plan Communication

3.1.1. Input

3.1.2. Ouput

3.1.2.1. Communication management plan

3.1.2.1.1. Should not include

3.2. Manage Communication

3.2.1. Input

3.2.2. Output

3.3. COMMUNICATION MODELS

3.3.1. Sample basic sender/receiver communication model

3.3.1.1. This model is concerned with ensuring that the message is delivered, rather than understood

3.3.2. Sample interactive communication model

3.3.2.1. ensure that the message has been understood

3.3.2.1.1. how to ensure

3.3.2.1.2. To consider

3.4. Principles

3.4.1. A choice must be made in how to communicate properly

3.4.2. Sender should show concern for the perspective of the receiver

3.4.3. Keep track evidences, to make sure the correct information

3.4.3.1. Talk via phone or software

3.4.3.1.1. PM should send summary or feedback to others and let them confirm or correct wrong information

3.4.3.2. Chat via skype or other

3.4.3.2.1. PM should confirm email then

3.5. Meeting

3.5.1. Before meeting

3.5.1.1. Create and publish and agenda and set of rules for controlling the meeting

3.5.2. Status meeting

3.6. Communication methods

3.6.1. External

3.6.2. Interactive

3.6.2.1. Is also called

3.6.2.1.1. Reciprocal

3.6.3. Formal

3.6.4. Verbal

3.7. Feedback

3.7.1. Conversations; both formal and informal

3.7.2. Issue identification and discussion

3.7.3. Meetings

3.7.4. Progress reporting

3.7.5. Surveys

4. Document

4.1. Project charter

4.1.1. Sponsor approve project charter

4.1.2. PM creates project charter

4.2. Project management Plan

4.3. Requirements documentation

4.4. Stakeholder register

4.4.1. Who create it

4.4.2. Who can update/see it

4.4.2.1. It should be shared with others at the discretion of the project manager.

4.4.2.2. NOT

4.4.2.2.1. Not share to stakeholders

4.4.2.2.2. Not share to all team members

4.4.2.2.3. Not share to everyone who has no relate to project

4.5. ENTERPRISE ENVIRONMENTAL FACTORS

4.6. Project Document

4.6.1. Assumption log

4.6.1.1. Updated in process

4.6.1.1.1. Identify risk

4.6.2. Issue log

4.6.3. Lessons learned register

4.7. Risk management

4.7.1. Probability and impact matrix

4.7.2. risk management plan

4.7.2.1. Risk strategy

4.7.2.2. Methodology

4.7.2.3. Roles and responsibilities

4.7.2.4. Funding

4.7.2.5. Timing

4.7.2.6. Risk categories

4.7.2.6.1. Risk Breakdown Structure (RBS)

4.7.2.7. Stakeholder risk appetite

4.7.2.8. Definitions of risk probability and impacts

4.7.2.9. Probability and impact matrix

4.7.2.10. Tracking

5. Member

6. Init

6.1. Members

6.1.1. From many countries

6.1.1.1. PM should learn culture

6.1.1.1.1. Improve communication skill

6.1.1.2. PM should apply Formal written communication

6.2. Project

6.2.1. Is it a new project ?

6.2.1.1. Yes

6.2.1.2. No

6.2.1.2.1. Behind the schedule

6.2.1.2.2. Review the risk

6.2.2. PM should consider: how to evaluate the success of project

6.2.2.1. Measured by some financial ratio

6.2.2.1.1. Benefit-Cost Ratio (BCR)

6.2.3. Phase Gate

6.2.4. PROJECT BUSINESS CASE

7. Planning

7.1. Members

7.1.1. Include many experts

7.1.1.1. PM still need to break the works clearly

7.1.1.1.1. doesn’t matter how experienced the team members are

7.1.1.1.2. The heuristic (rule of thumb) we use in project decomposition is 80 hours.

7.1.1.2. Try to use Delphi technique

7.1.1.2.1. In processes

7.1.2. From many countries

7.1.2.1. PM Should use Formal written communication

7.2. Risk planning

7.2.1. Plan Risk Responses most affects the project management plan

8. Executing

8.1. Project is late

8.1.1. Report to higher manager, not hide this information

8.1.2. PM should suggest the corrective actions

8.2. Project is dropped to a lower priority

8.2.1. BEST for PM to do

8.2.1.1. Use some of the management reserve to accommodate the change

8.2.1.1.1. _TODO_

8.3. Members

8.3.1. Feel worry that they will lose their job or forced to find different positions

8.3.1.1. SPI and CPI is good

8.3.1.1.1. PM should face-to-face meeting to gather further information about the issues, use the issue log to tract the issues to completion

8.3.2. Leave project

8.3.2.1. PM should create a workaround

8.3.2.1.1. Tell the manager but must create a workaround first

8.4. Change request

8.4.1. Come from

8.4.1.1. Internal Team members suggest

8.4.1.2. Stakeholders require change request

8.4.1.2.1. Output of Manage Stakeholder Engagement

8.4.1.2.2. How to reject CR from stakeholders

8.4.1.3. Internal Company suggest

8.4.2. Is managed in the process

8.4.2.1. Integrated change control

8.4.2.1.1. Is mentioned in PMBOK

8.4.3. Must analyse the risk

8.4.3.1. Must make reserve for the risk

8.5. Stakeholders

8.5.1. PM found that many stakeholders are missing in register

8.5.1.1. _TODO_ what PM should do first

8.6. Risk

8.6.1. In watch list

8.6.1.1. PM Should

8.6.1.1.1. review risks at intervals during the project to ensure noncritical risks on the watch list have not become critical

8.6.2. a new risk is found

8.6.2.1. analyse the risk first

8.6.2.1.1. Then analyse the impact

8.6.3. Always review risks

8.6.3.1. If a new risk is identified

8.6.3.1.1. Remember to look at the impact of the new risk to the whole project ( not only individual risks )

8.6.4. an accepted risk occur

8.6.4.1. impact was greater than was anticipated

8.6.4.1.1. PM Should do

8.6.4.1.2. PM SHOULD NOT

9. Sponsor

10. Key for PM

10.1. Communication

10.1.1. 90 percent of their time communicating

10.1.1.1. Communicate with many groups : Stakeholder , customers, team members, vendors, higher manager, ...

10.1.2. Listening skill

10.1.2.1. How PM improve listening skill

10.1.2.1.1. Attending to the speaker without distractions, confirming what the speaker says, and taking note of body language

10.1.3. Writing skill

10.1.3.1. _TODO_

10.1.4. Verbal skill

10.1.4.1. _TODO_

10.1.5. Nonverbal skill

10.1.5.1. _TODO_

10.2. Dead points

10.2.1. Not involve stakeholders during implementing project

10.2.1.1. project/product might not need the stakeholder's expectation

10.2.1.1.1. project/product might total failed

10.2.2. Not know enough requirement and expectation of stakeholder at the beginning

10.2.2.1. How PM check if the requirements are enough ? is there a tool to make sure

10.2.2.1.1. _TODO_

10.2.3. Stakeholders have very different expectations

10.2.4. Forgot to involve stakeholder in determining the project management plan

10.2.5. Not follow or check triggers of risks

10.3. Project's success

10.3.1. It is critical to clearly document the project objectives and to select objectives that are measurable

10.4. Risk

10.4.1. PM Must always follow risks to forecast if risks can happen or not

10.4.1.1. Although Risk owner will follow a risk

10.4.1.1.1. But if risk owner forgot it, that's the fault of PM , PM always check the conditions ( triggers ) which can cause risk happen

10.5. The most conflict

10.5.1. Is the schedule

10.5.1.1. Not the person

11. Stakeholder

11.1. How to identify stakeholders

11.1.1. In stakeholder identify process

11.1.1.1. Principle: People who may have a positive or negative influence on a project

11.1.1.2. Stakeholders might be mentioned in project charter

11.1.1.3. A stakeholder is a person, group, or other entity who has an interest in your project

11.1.1.3.1. Stakeholders can be employee who works in the client's company

11.1.1.4. can be identified in processes

11.1.1.4.1. Initiating, planning, executing, and monitoring and controlling

11.1.2. Define roles for stakeholders

11.1.2.1. The role of each stakeholder is determined by the project manager and the stakeholder.

11.2. Why PM cares of stakeholder

11.2.1. Make them Satisfaction

11.2.1.1. How to measure stakeholder satisfaction

11.2.1.1.1. _TODO_

11.2.1.2. Project has many stakeholders

11.2.1.2.1. Principle

11.2.2. Not for

11.2.2.1. Communication

11.2.2.2. Relationships

11.2.2.3. Coordination

11.2.3. How PM involve stakeholder

11.2.3.1. SHOULD

11.2.3.1.1. Have the stakeholders periodically review the list of project requirements

11.2.3.1.2. Include stakeholders in project management plan creation

11.2.3.2. SHOULD NOT

11.2.3.2.1. Update the stakeholders on the status of all project changes

11.2.3.2.2. Send status reports to the stakeholders

11.2.3.2.3. Invite the stakeholders to attend project status meetings

11.3. Where to keep stakeholder information

11.3.1. Stakeholder register

11.3.1.1. PM should limit access to this document as it may have sensitive information

11.3.1.2. PM adds some information about stakeholders into register

11.3.1.2.1. PM no need to get formal approval from sponsors because they are product document, not project management plan

11.4. Engagement of stakeholders

11.4.1. What is

11.4.1.1. _TODO_

11.4.2. Level of Engagement of stakeholders

11.4.3. Keep in

11.4.3.1. Stakeholder engagement assessment matrix

11.4.4. plan effective stakeholder engagement strategies

11.4.4.1. Use tools

11.4.4.1.1. power/interest grid, stakeholder cube, and salience model

11.5. When do stakeholders have the MOST influence on a project

11.5.1. At the beginning

11.5.1.1. in order to determine their requirements and expectations

11.5.1.1.1. Make clear of requirement vs expectation

11.6. Power

11.6.1. Classify by Salience model

11.6.2. The most important persons PM should get to know

11.6.2.1. The managers of departments ( who use products of the project )

11.7. urgency

11.7.1. Classify by Salience model

11.8. PM should

11.8.1. The project manager needs to determine the skills of the stakeholders

11.8.1.1. To analyse their impact

11.8.2. Ask stakeholders to let you know about problems in project communications and relationships.

11.8.3. Figure out when stakeholders will be involved in the project and how extensively.

11.8.4. Get stakeholders' sign-off that the requirements are finalized.

11.9. Talk To PM

11.9.1. Stakeholders complain somethings (feedback) about the ongoing project

11.9.1.1. PM Should talks these feedback to sponsors

11.9.1.1.1. PM suggests changes

12. Risk management

12.1. The nature of risk management

12.1.1. < Are there risks of the project

12.1.1.1. < The possibility to happen of each risk

12.1.1.1.1. What should we do if risk happed

12.1.1.1.2. Try to find the most dangerous risks

12.1.1.1.3. Should think of who will be follow each risk

12.1.1.1.4. Need to think of the quantity of time to fix the risk, of quantity of money can be lost , or quantity of money need, ..

12.1.1.2. How to reduce the risks

12.1.1.3. or Whenever there is a change to the project

12.1.2. Question: Where do the risks come from

12.1.2.1. Answer: To find the source of risk

12.1.2.1.1. Use Identify risk process

12.1.3. Base on the important of risks

12.1.4. Think of the possibility to happen of a risk

12.1.4.1. The probability of a risk

12.1.5. What will we do after we identify risks

12.1.5.1. Think of the probability of risks

12.1.5.1.1. In "Perform Qualitative Risk"

12.1.6. The impact of risk if the risk occur

12.1.6.1. In "Perform Qualitative Risk"

12.1.6.2. the impact is the amount of money will be lost if the risk occur

12.1.7. assess risk

12.1.7.1. standard deviation

12.1.7.1.1. _TODO_

12.1.7.2. estimate ranges

12.1.7.2.1. _TODO_

12.2. Individual project risk

12.2.1. Documented in

12.2.1.1. Risk register

12.2.1.1.1. List of identified risks

12.2.1.1.2. Potential risk owners.

12.2.1.1.3. List of potential risk responses

12.2.1.1.4. watch list

12.2.2. Source of risk

12.2.2.1. Internal organization

12.2.2.1.1. Integrated risk management

12.2.2.1.2. Internal stakeholders

12.2.2.1.3. Internal team member

12.2.2.1.4. Project charter

12.2.2.2. External

12.2.2.2.1. Vendor

12.2.2.2.2. Weather

12.2.2.2.3. Government policlies

12.2.3. Risk Owner

12.2.3.1. In theory, Project manager is responsible for individual risks

12.2.3.1.1. But PM can delegate to other team member as risk owner

12.2.4. Probability and Impact

12.2.4.1. Scale

12.2.4.1.1. Very High,High, Medium,Low, Very Low,

12.2.4.2. Probability

12.2.4.2.1. > 70%, 50-70%, 31-50%,11-30%,1-10%

12.2.4.3. Time

12.2.4.3.1. > 6 months, 3-6 months,..

12.2.4.4. Cost

12.2.4.4.1. > 5M, 1-5M,

12.2.4.4.2. the impact is the cost , the amount of money will be lost if risk occur

12.2.4.5. Probability and impact matrix

12.2.4.5.1. possible numeric risk scoring scheme

12.2.4.5.2. output

12.2.5. Root cause

12.2.5.1. _TODO_

12.2.6. Prioritized list of risk

12.2.6.1. output of

12.2.6.1.1. PERFORM QUANTITATIVE RISK ANALYSIS

12.2.6.2. Risks with low priority

12.2.6.2.1. should be documented in watch list

12.2.7. risk responses

12.2.7.1. When an unknown risk occurs

12.2.7.1.1. document it in risk response

12.2.7.1.2. inform management the unknown risk occurs

12.2.7.1.3. unknown risk will use management reserve

12.2.7.2. actions to do if risk happen

12.2.7.2.1. is called risk response

12.2.7.2.2. strategies to do

12.2.7.2.3. techniques that can be used to select a preferred risk response strategy

12.2.7.2.4. In "PLAN RISK RESPONSES"

12.2.7.2.5. risk impact big cost

12.2.8. Risk categorization

12.2.8.1. _TODO_

12.2.8.2. risks requiring further analysis

12.2.8.2.1. should be documented in watch list

12.2.9. Risk urgency

12.2.9.1. _TODO

12.2.10. reserve

12.2.10.1. the amount reserve used for this risk

12.2.10.1.1. example: amount or rework

12.2.10.1.2. if less risks are identified

12.2.10.2. always calculate the remaining reserve when executing

12.2.10.2.1. visualize remaining reserve in graphical representations, including a burndown chart

12.2.10.3. risk is identified

12.2.10.3.1. yes

12.2.10.3.2. no

12.2.11. Rank

12.2.11.1. _TODO_

12.3. Non-event risks

12.3.1. Variability risk

12.3.1.1. Tools

12.3.1.1.1. Monte Carlo analysis

12.3.2. Ambiguity risk

12.4. Project resilience

12.5. Risk has occurred ?

12.5.1. Yes

12.5.1.1. Project resilience

12.5.2. No

12.6. Overall project risk

12.6.1. risk report

12.6.1.1. The risk report presents information on sources of overall project risk

12.6.1.1.1. indicating which are the most important drivers of overall project risk exposure

12.6.1.2. summary information on identified individual project risks

12.6.1.2.1. such as number of identified threats and opportunities, distribution of risks across risk categories, metrics and trends

12.6.1.3. contain major individual risks with on planned responses and risk owners.

12.6.2. risk response

12.6.2.1. strategies to do

12.6.2.1.1. kind of strategies

12.6.2.1.2. techniques that can be used to select a preferred risk response strategy

12.7. Actions sequence in PMP

12.7.1. Plan Risk Management

12.7.2. Identify Risks

12.7.3. Perform Qualitative Risk Analysis

12.7.4. Perform Quantitative Risk Analysis

12.7.5. Plan Risk Responses

12.7.5.1. Next

12.7.5.1.1. Hold a project risk review

12.7.5.1.2. Add work packages to the project work breakdown structure ( in project planning )

12.7.5.2. Is the most affect on Project management plan

12.7.6. Implement Risk Responses

12.7.7. Monitor Risks

13. DECISION MAKING

13.1. Voting

13.1.1. unanimity

13.1.2. majority

13.1.3. plurality

14. Reserve

14.1. Why we need reserve

14.1.1. for the risk

14.1.1.1. risk in time

14.1.1.2. risk in cost

14.1.2. risk is identified

14.1.2.1. yes

14.1.2.1.1. use contingency reserve

14.1.2.2. no

14.1.2.2.1. use management reserve

14.2. kind of reserve

14.2.1. contingency reserves

14.2.1.1. cost

14.2.1.1.1. be considered in process

14.2.1.1.2. or called

14.2.1.1.3. amount of rework

14.2.1.1.4. who controls (use, update,..)

14.2.1.2. time

14.2.1.2.1. amount of duration

14.2.2. Management reserve

14.2.2.1. cost

14.2.2.1.1. be considered in process

14.2.2.1.2. is an amount of money added to the project budget

14.2.2.1.3. is part of the overall project budget and funding requirements

14.2.2.1.4. not included in the cost baseline

14.2.2.1.5. who controls

14.2.2.1.6. how to calculate

14.3. report

14.3.1. reserve burndown charts

14.3.1.1. _TODO_ find template

15. Time - Schedule

15.1. Estimate

15.1.1. standard deviation

15.1.1.1. is called sigma

15.1.1.2. who has right to set the value for standard deviation

15.1.1.2.1. _TODO_

15.1.1.3. can PM update it when executing project

15.1.1.3.1. _TODO_

16. Closing

16.1. Found an unidentified risk

16.1.1. SHOULD

16.1.1.1. Qualify the risk

16.1.1.1.1. Then

16.1.2. SHOULD NOT

17. Monitor and Control

17.1. Risk

17.1.1. In watch list

17.1.1.1. PM Should

17.1.1.1.1. review risks at intervals during the project to ensure noncritical risks on the watch list have not become critical