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 _TODO_

1.2. Status Report

1.2.1. project status at a moment in time specific date

1.2.2. Disadvantages _TODO_

1.2.3. Advantages Formal written report

1.3. Forecasting Report

1.3.1. Disadvantages _TODO_

1.4. Variance report

1.4.1. To compare project results

1.4.2. Disadvantages _TODO_

1.5. Work Performance Reports

1.5.1. status reports weekly status report

1.5.2. progress reports Disadvantages _TODO_ Progress reports generally show problems after they have occurred

1.5.3. Is done throught 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 _TODO_

1.6. Risk report

2. Data

2.1. Data gathering

2.1.1. Brainstorming

2.1.2. Focus groups

2.1.3. Interviews Questionaires and surveys

2.1.4. Assumptions analysis _TODO_

2.1.5. Delphi Technique _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 used in 11.4 PERFORM QUANTITATIVE RISK ANALYSIS calculate 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 Communication management plan Should not include

3.2. Manage Communication

3.2.1. Input

3.2.2. Output


3.3.1. Sample basic sender/receiver communication model This model is concerned with ensuring that the message is delivered, rather than understood

3.3.2. Sample interactive communication model ensure that the message has been understood how to ensure 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 Talk via phone or software PM should send summary or feedback to others and let them confirm or correct wrong information Chat via skype or other PM should confirm email then

3.5. Meeting

3.5.1. Before meeting 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 Is also called 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 It should be shared with others at the discretion of the project manager. NOT Not share to stakeholders Not share to all team members Not share to everyone who has no relate to project


4.6. Project Document

4.6.1. Assumption log Updated in process 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 Risk strategy Methodology Roles and responsibilities Funding Timing Risk categories Risk Breakdown Structure (RBS) Stakeholder risk appetite Definitions of risk probability and impacts Probability and impact matrix Tracking

5. Member

6. Init

6.1. Members

6.1.1. From many countries PM should learn culture Improve communication skill PM should apply Formal written communication

6.2. Project

6.2.1. Is it a new project ? Yes No Behind the schedule Review the risk

6.2.2. PM should consider: how to evaluate the success of project Measured by some financial ratio Benefit-Cost Ratio (BCR)

6.2.3. Phase Gate


7. Planning

7.1. Members

7.1.1. Include many experts PM still need to break the works clearly doesn’t matter how experienced the team members are The heuristic (rule of thumb) we use in project decomposition is 80 hours. Try to use Delphi technique In processes

7.1.2. From many countries 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 Use some of the management reserve to accommodate the change _TODO_

8.3. Members

8.3.1. Feel worry that they will lose their job or forced to find different positions SPI and CPI is good 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 PM should create a workaround Tell the manager but must create a workaround first

8.4. Change request

8.4.1. Come from Internal Team members suggest Stakeholders require change request Output of Manage Stakeholder Engagement How to reject CR from stakeholders Internal Company suggest

8.4.2. Is managed in the process Integrated change control Is mentioned in PMBOK

8.4.3. Must analyse the risk Must make reserve for the risk

8.5. Stakeholders

8.5.1. PM found that many stakeholders are missing in register _TODO_ what PM should do first

8.6. Risk

8.6.1. In watch list PM Should 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 analyse the risk first Then analyse the impact

8.6.3. Always review risks If a new risk is identified 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 impact was greater than was anticipated PM Should do PM SHOULD NOT

9. Sponsor

10. Key for PM

10.1. Communication

10.1.1. 90 percent of their time communicating Communicate with many groups : Stakeholder , customers, team members, vendors, higher manager, ...

10.1.2. Listening skill How PM improve listening skill Attending to the speaker without distractions, confirming what the speaker says, and taking note of body language

10.1.3. Writing skill _TODO_

10.1.4. Verbal skill _TODO_

10.1.5. Nonverbal skill _TODO_

10.2. Dead points

10.2.1. Not involve stakeholders during implementing project project/product might not need the stakeholder's expectation project/product might total failed

10.2.2. Not know enough requirement and expectation of stakeholder at the beginning How PM check if the requirements are enough ? is there a tool to make sure _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 Although Risk owner will follow a risk 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 Not the person

11. Stakeholder

11.1. How to identify stakeholders

11.1.1. In stakeholder identify process Principle: People who may have a positive or negative influence on a project Stakeholders might be mentioned in project charter A stakeholder is a person, group, or other entity who has an interest in your project Stakeholders can be employee who works in the client's company can be identified in processes Initiating, planning, executing, and monitoring and controlling

11.1.2. Define roles for stakeholders 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 How to measure stakeholder satisfaction _TODO_ Project has many stakeholders Principle

11.2.2. Not for Communication Relationships Coordination

11.2.3. How PM involve stakeholder SHOULD Have the stakeholders periodically review the list of project requirements Include stakeholders in project management plan creation SHOULD NOT Update the stakeholders on the status of all project changes Send status reports to the stakeholders Invite the stakeholders to attend project status meetings

11.3. Where to keep stakeholder information

11.3.1. Stakeholder register PM should limit access to this document as it may have sensitive information PM adds some information about stakeholders into register 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 _TODO_

11.4.2. Level of Engagement of stakeholders

11.4.3. Keep in Stakeholder engagement assessment matrix

11.4.4. plan effective stakeholder engagement strategies Use tools 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 in order to determine their requirements and expectations 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 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 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 PM Should talks these feedback to sponsors PM suggests changes

12. Risk management

12.1. The nature of risk management

12.1.1. < Are there risks of the project < The possibility to happen of each risk What should we do if risk happed Try to find the most dangerous risks Should think of who will be follow each risk Need to think of the quantity of time to fix the risk, of quantity of money can be lost , or quantity of money need, .. How to reduce the risks or Whenever there is a change to the project

12.1.2. Question: Where do the risks come from Answer: To find the source of risk 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 The probability of a risk

12.1.5. What will we do after we identify risks Think of the probability of risks In "Perform Qualitative Risk"

12.1.6. The impact of risk if the risk occur In "Perform Qualitative Risk" the impact is the amount of money will be lost if the risk occur

12.1.7. assess risk standard deviation _TODO_ estimate ranges _TODO_

12.2. Individual project risk

12.2.1. Documented in Risk register List of identified risks Potential risk owners. List of potential risk responses watch list

12.2.2. Source of risk Internal organization Integrated risk management Internal stakeholders Internal team member Project charter External Vendor Weather Government policlies

12.2.3. Risk Owner In theory, Project manager is responsible for individual risks But PM can delegate to other team member as risk owner

12.2.4. Probability and Impact Scale Very High,High, Medium,Low, Very Low, Probability > 70%, 50-70%, 31-50%,11-30%,1-10% Time > 6 months, 3-6 months,.. Cost > 5M, 1-5M, the impact is the cost , the amount of money will be lost if risk occur Probability and impact matrix possible numeric risk scoring scheme output

12.2.5. Root cause _TODO_

12.2.6. Prioritized list of risk output of PERFORM QUANTITATIVE RISK ANALYSIS Risks with low priority should be documented in watch list

12.2.7. risk responses When an unknown risk occurs document it in risk response inform management the unknown risk occurs unknown risk will use management reserve actions to do if risk happen is called risk response strategies to do techniques that can be used to select a preferred risk response strategy In "PLAN RISK RESPONSES" risk impact big cost

12.2.8. Risk categorization _TODO_ risks requiring further analysis should be documented in watch list

12.2.9. Risk urgency _TODO

12.2.10. reserve the amount reserve used for this risk example: amount or rework if less risks are identified always calculate the remaining reserve when executing visualize remaining reserve in graphical representations, including a burndown chart risk is identified yes no

12.2.11. Rank _TODO_

12.3. Non-event risks

12.3.1. Variability risk Tools Monte Carlo analysis

12.3.2. Ambiguity risk

12.4. Project resilience

12.5. Risk has occurred ?

12.5.1. Yes Project resilience

12.5.2. No

12.6. Overall project risk

12.6.1. risk report The risk report presents information on sources of overall project risk indicating which are the most important drivers of overall project risk exposure summary information on identified individual project risks such as number of identified threats and opportunities, distribution of risks across risk categories, metrics and trends contain major individual risks with on planned responses and risk owners.

12.6.2. risk response strategies to do kind of strategies 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 Next Hold a project risk review Add work packages to the project work breakdown structure ( in project planning ) Is the most affect on Project management plan

12.7.6. Implement Risk Responses

12.7.7. Monitor Risks


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 risk in time risk in cost

14.1.2. risk is identified yes use contingency reserve no use management reserve

14.2. kind of reserve

14.2.1. contingency reserves cost be considered in process or called amount of rework who controls (use, update,..) time amount of duration

14.2.2. Management reserve cost be considered in process is an amount of money added to the project budget is part of the overall project budget and funding requirements not included in the cost baseline who controls how to calculate

14.3. report

14.3.1. reserve burndown charts _TODO_ find template

15. Time - Schedule

15.1. Estimate

15.1.1. standard deviation is called sigma who has right to set the value for standard deviation _TODO_ can PM update it when executing project _TODO_

16. Closing

16.1. Found an unidentified risk

16.1.1. SHOULD Qualify the risk Then

16.1.2. SHOULD NOT

17. Monitor and Control

17.1. Risk

17.1.1. In watch list PM Should review risks at intervals during the project to ensure noncritical risks on the watch list have not become critical