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PMBOK®5 Guide study guide mind map by Mind Map: PMBOK®5 Guide study guide mind
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PMBOK®5 Guide study guide mind map

CAPM, Certified Associate in Project Management (CAPM), PMP, Project Management Professional (PMP), PMI-ACP, PMI Agile Certified Practitioner (PMI-ACP), PMBOK, and the R.E.P. Logo are marks of Project Management Institute, Inc. Trademarks are properties of the holders, who are not affiliated with mind map author.

Processes Techniques (97)

Additional quality planning tools

Alternatives analysis

Alternatives generation

Analogous estimating

Technique that bases estimates on past projects of similar size and scope.

Analytical techniques

Approved change requests review

Assumption analysis

Benchmarking

Bottom-up estimating

Change control meetings

Change control tools

Checklist analysis

Claims administration

Communication methods

Communication models

Communication requirements analysis

Communication technology

Context diagrams

Contingent response strategies

Contract change control system

Cost aggregation

Cost of Quality (CoQ)

Cost-benefit analysis

Crashing

When you apply more resources to a project in order to complete it more quickly.

Crashing a schedule, Adding resources to critical path activities

Critical chain method

Critical path method

Data gathering and representation techniques

Decomposition

Dependency determination

Design of experiments

Diagramming techniques

Document analysis

Documentation reviews

EVM

PV - Planned Value, PV (planned value) is the cost of work that has been authorized and budgeted for a work component during a given timeframe. This is a figure used in EVM formulas and is also referred to as budgeted cost of work scheduled (BCWS).

AC - Actual Cost, AC (actual cost) is the actual cost of completing the work component in a given time period. This is a figure used in EVM formulas., e.g. Direct and indirect costs

ACWP - Actual Cost of Work Performed

BAC - Budget at completion

CV - Cost variance

EAC - Estimate at Completion, EAC = AC + ETC

ETC - Estimate to Complete

IEAC - Independent estimate at completion

Expert Judgment

e.g. Task estimating by using people who are familiar with the tasks.

Facilitated workshops

Facilitation techniques

Fast tracking

Involves performing critical path activities simultaneously

Focus groups

Funding limit reconciliation

Group creativity techniques

Group decision making techniques

Historical relationships

Information gathering techniques

Inspection

Inspection and audits

Interviews

Leads and lags

Make-or-buy analysis

This technique determines whether it is more cost effective to produce the resources in-house (or use existing human resources within the organization) or procure them from an outside vendor.

Market research

Meetings

Modeling techniques

Networking

Observations

Organization charts and position descriptions

Organizational theory

Parametric Estimating

Payment systems

Performance reporting

Post-mortem analysis

Conducted for any project that is canceled or ends prematurely.

Precedence diagramming method (PDM)

Probability and impact matrix

Procurement audits

Procurement negotiations

Procurement performance reviews

Product analysis

Project management information system

Project management software

Prototypes

Published estimating data

Quantitative risk analysis and modeling techniques

Questionnaires and surveys

Records management system

Reserve Analysis

Contingency reserves

Management reserves

Resource optimization techniques

Responsibility assignment matrix (RAM)

Chart that tracks tasks, resource requirements, and quantity of resources.

Risk audits

Risk categorization

Risk data quality assessment

Risk probability and impact assessment

Risk reassessment

Risk urgency assessment

Rolling wave planning

SWOT analysis

Schedule compression

Schedule network analysis

Scheduling tool

Seven basic quality tools

Stakeholder analysis

Statistical sampling

Strategies for negative risks or threats

Strategies for positive risks or opportunities

Technical performance measurement

Three-Point Estimating

Uses three estimates ..., Most likely (cM), Optimistic (cO), Pessimistic (cP)

Triangular Distribution, cE = (cO + cM + cP) / 3

Beta Distribution, cE = (cO + 4CM + cP) / 6

Variance analysis

Variance and trend analysis

Vendor bid analysis

Project stakeholders (10)

Business pertner

Customer

Functional manager

Organizational group

Other stakeholders

Project initiator

Project manager

Ultimately responsible for the project's outcome

Seller

Sponsor

User

Project team (7)

Project management staff

Project staff

Supporting experts

User or Customer representative

Seller

Business partner

Change Control Board (CCB)

Project Products (for simplicity documentation) TO DO

Project Charter

It is created during the Develop Project Charter It is created based on some need, and it should explain that need It is signed by the performing organization's senior management It names the project manager and gives him the authority to spend money and to allocate resources It should include the high-level project requirements It should include a  high-level milestone view of the project schedule It is a high-level document that does not include project details, the specifics of project activities will be developed later. It includes a sumary-level preliminary project budget.

Contents, Name and authority of the sponsor or other person(s) authorizing the project charter, Project purpose and justification, Measureble project objectives and related success critieria, High-level requirements, Assumptions and constraints, High-level project description and boundaries, High-level risks, Summary milestone schedule, Summary budget, Stakeholder list, Project apporoval requirements, Assigned project manager, responsibility and authority level, (minimum) high-level boundaries of project

The project charter normally approves the project and authorizes it to begin.

Two things does the project sponsor put into motion at the signing of the project charter, Authorizes the project and authorizes the use of resources

Project Management Plan

Project Management Plan Definition: "a firmal, approved document that defines how the project is managed, execured, and controlled. It may be summary or detaild and may be composed of one or more subsidiary management plans and other planning documents." The Project Management Plan has 16 component plans, fused together. It is not 16 separate plans, it is a single document. Once those separate documents are approved as the project plan, they become a single document. You may think of as chapters in the overall Project Management Plan. Most of its components are developed in other processes. It specifies the who, what, when, and how. The Develop Project Management Plan is not developed all at once. This plan is progressively elaborated, meaning that it is developed, refined, revised and updated.

Subsidiary plans, Scope Management Plan, Requirements Management Plan, Schedule Management Plan, Cost Management Plan, Quality Management Plan, Process Improvement Plan, Human Resource Management Plan, Communications Managment Plan, Stakeholder communication requirements, Information to be communicated, including language, format, content, and level of detail, Reason for the distribution of that information, Time frame and frequency for the distribution of required information and receipt of acknowledgment or response, if applicable, Person responsible for communicating the information, Person responsible for authorizing release of confidential information, Person or groups who will receive the information, Methods or technologies used to convey the information, such as memos, e-mail, and/or press releases, Resources allocated for communication activities, including time and budget, Escalation process identifying time frames and the management chain (names) for escalation of issues that cannot be resolved at a lower staff level, Method for updating and refining the communications management plan as the project progresses and develops, Glossary of common terminology, Flow charts of the information flow in the project, workflows with possible sequence of authorization, list of reports, and meeting plans, etc., Communication constraints usually derived from a specific legislation or regulation, technology, and organizational policies, etc., Risk Management Plan, Procurement Management Plan, Types of contracts to be used, Risk management issues, Whether independent estimates will be used and whether they are needed as evaluation criteria, Those actions the project management team can take unilaterally, if the performing organization has a prescribed procurement, contracting, or purchasing department, Standardized procurement documents, if needed, Managing multiple suppliers, Coordinating procurement with other project aspects, such as scheduling and performance reporting, Any constraints and assumptions that could affect planned procurements, Handling the long lead times to purchase certain items from sellers and coordinating the extra time needed to procure these items with the development of the project schedule, Handling the make-or-buy decisions and linking them into the Estimate Activity Resources and Develop Schedule processes, Setting the scheduled dates in each contract for the contract deliverables and coordinating with the schedule development and control processes, Identifying requirements for performance bonds or insurance contracts to mitigate some forms of project risk, Establishing the direction to be provided to the sellers on developing and maintaining a work breakdown structure (WBS), Establishing the form and format to be used for the procurement/contract statements of work, Identifying prequalified sellers, if any, to be used, Procurement metrics to be used to manage contracts and evaluate sellers, Stakeholder Management Plan, Change Management Plan, Configuration Management Plan

Cost baseline, Contigency reserve, Management reserve, Cost baseline documents the accepted time interval being used to measure cost performence

Scope baseline, Project Scope Statement, Product scope description, Acceptance criteria, Deliverables / Key deliverables / Major porject deliverables, Project description, Project exclusion, Project boundaries, Constraints, eg. limited project budget, required delivery dates, available skilled resources, polices, Assumptions, Technical issues and concerns, WBS, identifies the deliverables and the work packages used to measure project performence, WBS Dictionary, Detailed information about deliverables and a description of the work for each component

Schedule baseline, documents the accepted schedule performence measures, including start and finish dates

Stakeholder Register

Risk Register

Requirements Documentation

Processes Outputs (95)

Accepted deliverables

Activity attributes

Activity costs estimates

Activity duration estimates

Activity list

Activity resource requirements

Approved change requests

Basis of estimates

Change log

Change requests

Close procurements

Communications management plan

Cost baseline

Cost management plan

Deliverables

Deliverable is any product, service, or result that must be completed in order to finish the project. Some projects also must develop capabilities in order to finish a project, and these may be deliverable as well eg. new manufacturing technique, before project can create a product..

Final product, service or result transition

Human resource plan

Make-or-buy decisions

Milestone list

Organizational process assets updates

Process improvement plan

Procurement documents

Procurement management plan

Procurement statements of work

Project calendars

Project document updates

Project funding requirements

Project management plan

Project management plan updates

Project schedule

Project schedule network diagrams

Project scope statement

Quality checklists

Quality control measurements

Quality management plan

Quality metrics

Requirements documentation

Requirements management plan

Requirements traceability matrix

Resource Breakdown Structure (RBS)

Risk management plan

Risk register

Schedule data

Schedule management plan

Scope baseline

Scope management plan

Source selection criteria

Stakeholder register

Validated changes

Validated deliverables

Work Performance Data (WPD)

Work Performance Information (WPI)

Work Performance Measurements (WPM)

Work Performance Reports (WPR)

Processes (47)

Processes (47) are categorized in process groups (5)

Initiating

integration based, 4.1 Develop Project Charter (DPC), Inputs, 1. Project statement of work, 2. Business case, 3. Agreements, 4. Enterprise environmental factors, 5. Organizational process assets, Techniques, 1. Expert judgment, 2. Facilitation techniques, Outputs, 1. Project charter

stakeholder based, 13.1 Identify Stakeholders (IS), Inputs, 1. Project charter, 2. Procurement documents, 3. Enterprise environmental factors, 4. Organizational process assets, Techniques, 1. Stakeholder analysis, 2. Expert judgment, 3. Meetings, Outputs, 1. Stakeholder register

Planning

integration based, 4.2 Develop Project Management Plan (DPMP), Inputs, 1. Project charter, 2. Outputs from other processes, 3. Enterprise environmental factors, 4. Organizational process assets, Techniques, 1. Expert judgment, 2. Facilitation techniques, Outputs, 1. Project management plan

scope based, 5.1 Plan Scope Management (PScopeM), Inputs, 1. Project management plan, 2. Project charter, 3. Enterprise environmental factors, 4. Organizational process assets, Techniques, 1. Expert judgment, 2. Meetings, Outputs, 1. Scope management plan, 2. Requirements management plan, 5.2 Collect Requirements (CR), Inputs, 1. Scope management plan, 2. Requirements management plan, 3. Stakeholder management plan, 4. Project charter, 5. Stakeholder register, Techniques, 1. Interviews, 2. Focus groups, 3. Facilitated workshops, 4. Group creativity techniques, 5. Group decision making techniques, 6. Questionnaires and surveys, 7. Observations, 8. Prototypes, 9. Benchmarking, 10. Context diagrams, 11. Document analysis, Outputs, 1. Requirements documentation, 2. Requirements traceability matrix, 5.3 Define Scope (DS), Inputs, 1. Scope management plan, 2. Project charter, 3. Requirements documentation, 4. Organizational process assets, Techniques, 1. Expert judgment, 2. Product analysis, 3. Alternatives generation, 4. Facilitated workshops, Outputs, 1. Project scope statement, 2. Project document updates, 5.4 Create WBS (CWBS), Inputs, 1. Scope management plan, 2. Project scope statement, 3. Requirements documentation, 4. Enterprise environmental factors, 5. Organizational process assets, Techniques, 1. Decomposition, 2. Expert judgment, Outputs, 1. Scope baseline, 2. Project document updates

time based, 6.1 Plan Schedule Management (PScheduleM), Inputs, 1. Project management plan, 2. Project charter, 2. Enterprise environmental factors, 3. Organizational process assets, Techniques, 1. Expert judgment, 2. Analytical techniques, 3. Meetings, Outputs, 1. Schedule management plan, 6.2 Define Activities (DA), Inputs, 1. Schedule management plan, 2. Scope baseline, 3. Enterprise environmental factors, 4. Organizational process assets, Techniques, 1. Decomposition, 2. Rolling wave planning, 4. Expert judgment, Outputs, 1. Activity list, 2. Activity attributes, 3. Milestone list, 6.3 Sequence Activities (SA), Inputs, 1. Schedule management plan, 2. Activity list, 3. Activity attributes, 4. Milestone list, 5. Project scope statement, 6. Enterprise environmental factors, 7. Organizational process assets, Techniques, 1. Precedence diagramming method (PDM), 2. Dependency determination, 3. Leads and lags, Outputs, 1. Project schedule network diagrams, 2. Project document updates, 6.4 Estimate Activity Resources (EAR), Inputs, 1. Schedule management plan, 2. Activity list, 3. Activity attributes, 4. Resource calendars, 5. Risk register, 6. Activity cost estimates, 7. Enterprise environmental factors, 8. Organizational process assets, Techniques, 1. Expert judgment, 2. Alternatives analysis, 3. Published estimating data, 4. Bottom-up estimating, 5. Project management software, Outputs, 1. Activity resource requirements, 2. Resource breakdown structure (RBS), 3. Project document updates, 6.5 Estimate Activity Durations (EAD), Inputs, 1. Schedule management plan, 2. Activity list, 3. Activity attributes, 4. Activity resource requirements, 5. Resource calendars, 6. Project scope statement, 7. Risk register, 8. Resource breakdown structure, 9. Enterprise environmental factors, 10. Organizational process assets, Techniques, 1. Expert judgment, 2. Analogous estimating, 3. Parametric estimating, 4. Three-point estimates, 5. Group decision-making techniques, 6. Reserve analysis, Outputs, 1. Activity duration estimates, 2. Project document updates, 6.6 Develop Schedule (DS), Inputs, 1. Schedule management plan, 2. Activity list, 3. Activity attributes, 4. Project schedule network diagrams, 5. Activity resource requirements, 6. Resource calendars, 7. Activity duration estimates, 8. Project scope statement, 9. Risk register, 10. Project staff assignments, 11. Resource breakdown structure, 12. Enterprise environmental factors, 13. Organizational process assets, Techniques, 1. Schedule network analysis, 2. Critical path method, 3. Critical chain method, 4. Resource optimization techniques, 5. Modeling techniques, 6. Leads and lags, 7. Schedule compression, 8. Scheduling tool, Outputs, 1. Schedule baseline, 2. Project schedule, 3. Schedule data, 4. Project calendars, 5. Project management plan updates, 6. Project document updates

cost based, 7.1 Plan Cost Management (PCM), Inputs, 1. Project management plan, 2. Project charter, 3. Enterprise environmental factors, 4. Organizational process assets, Techniques, 1. Expert judgment, 2. Analytical techniques, 3. Meetings, Outputs, 1. Cost management plan, 7.2 Estimate Costs (EC), Inputs, 1. Cost management plan, 2. Human resource management plan, 3. Scope baseline, 4. Project schedule, 5. Risk register, 6. Enterprise environmental factors, 7. Organizational process assets, Techniques, 1. Expert judgment, 2. Analogous estimating, 3. Parametric estimating, 4. Bottom-up estimating, 5. Three-point estimates, 6. Reserve analysis, 7. Cost of quality, 8. Project management software, 9. Vendor bid analysis, 10. Group decision making techniques, Outputs, 1. Activity costs estimates, 2. Basis of estimates, 3. Project document updates, 7.3 Determine Budget (DB), Inputs, 1. Cost management plan, 2. Scope estimate, 3. Activity cost estimates, 4. Basis of estimates, 5. Project schedule, 6. Resource calendars, 7. Risk register, 8. Agreements, 9. Organizational process assets, Techniques, 1. Cost aggregation, 2. Reserve analysis, 3. Expert judgment, 4. Historical relationships, 5. Funding limit reconciliation, Outputs, 1. Cost baseline, 2. Project funding requirements, 3. Project document updates

quality based, 8.1 Plan Quality Management (PQM), Inputs, 1. Project management plan, 2. Stakeholder registry, 3. Risk register, 4. Requirements documentation, 5. Enterprise environmental factors, 6. Organizational process assets, Techniques, 1. Cost-benefit analysis, 2. Cost of quality, 3. Seven basic quality tools, 4. Benchmarking, 5. Design of experiments, 6. Statistical sampling, 7. Additional quality planning tools, 8. Meetings, Outputs, 1. Quality management plan, 2. Process improvement plan, 3. Quality metrics, 4. Quality checklists, 5. Project document updates

HR based, 9.1 Plan Human Resource Management (PHRM), Inputs, 1. Project management plan, 2. Activity resource requirements, 3. Enterprise environmental factors, 4. Organizational process assets, Techniques, 1. Organization charts and position descriptions, 2. Networking, 3. Organizational theory, 4. Expert judgment, 5. Meetings, Outputs, 1. Human resource plan

communication based, 10.1 Plan Communications Management, Inputs, 1. Project management plan, 2. Stakeholder register, 3. Enterprise environmental factors, 4. Organizational process assets, Techniques, 1. Communication requirements analysis, 2. Communication technology, 3. Communication models, 4. Communication methods, 5. Meetings, Outputs, 1. Communications management plan, 2. Project document updates

risk based, 11.1 Plan Risk Management (PRM), Inputs, 1. Project management plan, 2. Project charter, 3. Stakeholder register, 4. Enterprise environmental factors, 5. Organizational process assets, Techniques, 1. Analytical techniques, 2. Expert judgment, 3. Meetings, Outputs, 1. Risk management plan, 11.2 Identify Risks (IR), Inputs, 1. Risk management plan, 2. Cost management plan, 3. Schedule management plan, 4. Quality management plan, 5. Human resource management plan, 6. Scope baseline, 7. Activity cost estimates, 8. Activity duration estimates, 9. Stakeholder register, 10. Project documents, 11. Procurement documents, 12. Enterprise environmental factors, 13. Organizational process assets, Techniques, 1. Documentation reviews, 2. Information gathering techniques, 3. Checklist analysis, 4. Assumption analysis, 5. Diagramming techniques, 6. SWOT analysis, 7. Expert judgment, Outputs, 1. Risk register, 11.3 Perform Qualitative Risk Analysis (PQlRA), Inputs, 1. Risk management plan, 2. Scope baseline, 3. Risk register, 4. Enterprise environmental factors, 5. Organizational process assets, Techniques, 1. Risk probability and impact assessment, 2. Probability and impact matrix, 3. Risk data quality assessment, 4. Risk categorization, 5. Risk urgency assessment, 6. Expert judgment, Outputs, 1. Project document updates, 11.4 Perform Quantitative Risk Analysis (PQnRA), Inputs, 1. Risk management plan, 2. Cost management plan, 3. Schedule management plan, 4. Risk register, 5. Enterprise environmental factors, 6. Organizational process assets, Techniques, 1. Data gathering and representation techniques, 2. Quantitative risk analysis and modeling techniques, 3. Expert judgment, Outputs, 1. Project document updates, 11.5 Plan Risk Responses (PRR), Inputs, 1. Risk management plan, 2. Risk register, Techniques, 1. Strategies for negative risks or threats, 2. Strategies for positive risks or opportunities, 3. Contingent response strategies, 4. Expert judgment, Outputs, 1. Project management plan updates, 2. Project document updates

procurement based, 12.1 Plan Procurement Management (PPM), Inputs, 1. Project management plan, 2. Requirements documentation, 3. Risk register, 4. Activity resource requirements, 5. Project schedule, 6. Activity cost estimates, 7. Stakeholder register, 8. Enterprise environmental factors, 9. Organizational process assets, Techniques, 1. Make-or-buy analysis, 2. Expert judgment, 3. Market research, 4. Meetings, Outputs, 1. Procurement management plan, 2. Procurement statements of work, 3. Procurement documents, 4. Source selection criteria, 5. Make-or-buy decisions, 6. Change requests, 7. Project document updates

stakeholder based, 13.2 Plan Stakeholder Management (PStakeholderM), Inputs, 1. Project management plan, 2. Stakeholder register, 3. Enterprise environmental factors, 4. Organizational process assets, Techniques, 1. Expert judgment, 2. Meetings, 3. Analytical techniques, Outputs, 1. Stakeholder management plan, 2. Project document updates

Executing

integration based, 4.3 Direct and Manage Project Work, Inputs, 1. Project management plan, 2. Approved change requests, 3. Enterprise environmental factors, 4. Organizational process assets, Techniques, 1. Expert judgment, 2. Project management information system, 3. Meetings, Outputs, 1. Deliverables, 2. Work performance data, 3. Change requests, 4. Project management plan updates, 5. Project document updates

quality based, 8.2 Perform Quality Assurance, Inputs, 1. Quality management plan, 2. Process improvement plan, 3. Quality metrics, 4. Quality control measurements, 5. Project documents, Techniques, 1. Quality management and control tools, 2. Quality audits, 3. Process analysis, Outputs, 1. Change requests, 2. Project management plan updates, 3. Project document updates, 4. Organizational process assets updates

HR based, 9.4 Manage Project Team, Inputs, 1. Human resource management plan, 2. Project staff assignments, 3. Team performance assessments, 4. Issue log, 5. Work performance reports, 6. Organizational process assets, Techniques, 1. Observation and conversation, 2. Project performance appraisals, 3. Conflict management, 4. Interpersonal skills, Outputs, 1. Change requests, 2. Project management plan updates, 3. Project document updates, 4. Enterprise environmental factors updates, 5. Organizational process assets updates, 9.3 Develop Project Team, Inputs, 1. Human resource management plan, 2. Project staff assignments, 3. Resource calendars, Techniques, 1. Interpersonal skills, 2. Training, 3. Team-building activities, 4. Ground rules, 5. Co-location, 6. Recognition and rewards, 7. Personal assessment tools, Outputs, 1. Team performance assessments, 2. Enterprise environmental factors updates, 9.2 Acquire Project Team, Inputs, 1. Human resource management plan, 2. Enterprise environmental factors, 3. Organizational process assets, Techniques, 1. Pre-assignment, 2. Negotiation, 3. Acquisition, 4. Virtual teams, 5. Multi-criteria decision analysis, Outputs, 1. Project staff assignments, 2. Resource calendars, 3. Project management plan updates

communication based, 10.2 Manage Communications, Inputs, 1. Communications management plan, 2. Work performance reports, 3. Enterprise environmental factors, 4. Organizational process assets, Techniques, 1. Communication technology, 2. Communication models, 3. Communication methods, 4. Information management systems, 5. Performance reporting, Outputs, 1. Project communications, 2. Project management plan updates, 3. Project document updates, 4. Organizational process assets updates

procurement based, 12.2 Conduct Procurements, Inputs, 1. Procurement management plan, 2. Procurement documents, 3. Source selection criteria, 4. Seller proposals, 5. Project documents, 6. Make-or-buy decisions, 7. Procurement statement of work, 8. Organizational process assets, Techniques, 1. Bidder conferences, 2. Proposal evaluation techniques, 3. Independent estimates, 4. Expert judgment, 5. Advertising, 6. Analytical techniques, 7. Procurement negotiations, Outputs, 1. Selected sellers, 2. Agreements, 3. Resource calendars, 4. Change requests, 5. Project management plan updates, 6. Project document updates

stakeholder based, 13.3 Manage Stakeholder Engagement, Inputs, 1. Stakeholder management plan, 2. Communications management plan, 3. Change log, 4. Organizational process assets, Techniques, 1. Communication methods, 2. Interpersonal skills, 3. Management skills, Outputs, 1. Issue log, 2. Change requests, 3. Project management plan updates, 4. Project document updates, 5. Organizational process assets updates

Monitoring and Controlling

integration based, 4.5 Perform Integrated Change Control, Inputs, 1. Project management plan, 2. Work performance reports, 3. Change requests, 4. Enterprise environmental factors, 5. Organizational process assets, Techniques, 1. Expert judgment, 2. Change control meetings, 3. Change control tools, Outputs, 1. Approved change requests, 2. Change log, 2. Project management plan updates, 3. Project document updates, 4.4 Monitor and Control Project Work, Inputs, 1. Project management plan, 2. Schedule forecasts, 3. Cost forecasts, 4. Validated changes, 5. Work performance information, 3. Enterprise environmental factors, 4. Organizational process assets, Techniques, 1. Expert judgment, 2. Analytical techniques, 3. Project management information system, 4. Meetings, Outputs, 1. Change requests, 2. Work performance reports, 2. Project management plan updates, 3. Project document updates

scope based, 5.6 Control Scope, Inputs, 1. Project management plan, 2. Requirements documentation, 3. Requirements traceability matrix, 4. Work performance data, 5. Organizational process assets, Techniques, 1. Variance analysis, Outputs, 1. Work performance measurements, 2. Change requests, 3. Project management plan updates, 4. Project document updates, 5. Organizational process assets updates, 5.5 Validate Scope, Inputs, 1. Project management plan, 2. Requirements documentation, 3. Requirements traceability matrix, 4. Verified deliverables, 5. Work performance data, Techniques, 1. Inspection, 2. Group decision-making techniques, Outputs, 1. Accepted deliverables, 2. Change requests, 3. Work performance information, 4. Project document updates

time based, 6.7 Control Schedule, Inputs, 1. Project management plan, 2. Project schedule, 3. Work performance data, 4. Project calendars, 5. Schedule data, 4. Organizational process assets, Techniques, 1. Performance reviews, 2. Project management software, 3. Resource optimization techniques, 4. Modeling techniques, 5. Leads and lags, 6. Schedule compression, 7. Scheduling tool, Outputs, 1. Work performance information, 2. Schedule forecasts, 3. Change requests, 4. Project management plan updates, 5. Project document updates, 6. Organizational process assets updates

cost based, 7.4 Control Costs, Inputs, 1. Project management plan, 2. Project funding requirements, 3. Work performance data, 4. Organizational process assets, Techniques, 1. Earned value management, 2. Forecasting, 3. To-complete performance index (TCPI), 4. Performance reviews, 5. Project management software, 6. Reserve analysis, Outputs, 1. Work performance information, 2. Cost forecasts, 3. Change requests, 4. Project management plan updates, 5. Project document updates, 6. Organizational process assets updates

quality based, 8.3 Control Quality, Inputs, 1. Project management plan, 2. Quality metrics, 3. Quality checklists, 4. Work performance data, 5. Approved change requests, 6. Deliverables, 7. Project documents, 8. Organizational process assets, Techniques, 1. Seven basic quality tools, 2. Statistical sampling, 3. Inspection, 4. Approved change requests review, Outputs, 1. Quality control measurements, 2. Validated changes, 3. Validated deliverables, 4. Work performance data, 5. Change requests, 6. Project management plan updates, 7. Project document updates, 8. Organizational process assets updates

communication based, 10.3 Control Communications, Inputs, 1. Project management plan, 2. Project communications, 3. Issue log, 4. Work performance data, 5. Organizational process assets, Techniques, 1. Information management systems, 2. Expert judgment, 3. Meetings, Outputs, 1. Work performance information, 2. Change requests, 3. Project management plan updates, 4. Project document updates, 5. Organizational process assets updates

risk based, 11.6 Control Risks, Inputs, 1. Project management plan, 2. Risk register, 3. Work performance data, 4. Work performance reports, Techniques, 1. Risk reassessment, 2. Risk audits, 3. Variance and trend analysis, 4. Technical performance measurement, 5. Reserve analysis, 6. Meetings, Outputs, 1. Work performance information, 2. Change requests, 3. Project management plan updates, 4. Project document updates, 5. Organizational process assets updates

procurement based, 12.3 Control Procurements, Inputs, 1. Project management plan, 2. Procurement documents, 3. Agreements, 4. Approved change requests, 5. Work performance reports, 6. Work performance data, Techniques, 1. Contract change control system, 2. Procurement performance reviews, 3. Inspection and audits, 4. Performance reporting, 5. Payment systems, 6. Claims administration, 7. Records management system, Outputs, 1. Work performance information, 2. Change requests, 3. Project management plan updates, 4. Project document updates, 5. Organizational process assets updates

stakeholder based, 13.4 Control Stakeholder Engagement, Inputs, 1. Project management plan, 2. Issue log, 3. Work performance data, 4. Project documents, Techniques, 1. Information management systems, 2. Expert judgment, 3. Meetings, Outputs, 1. Work performance information, 2. Change requests, 3. Project management plan updates, 4. Project document updates, 5. Organizational process assets updates

Closing

integration based, 4.6 Close Project or Phase, Inputs, 1. Project management plan, 2. Accepted deliverables, 3. Organizational process assets, Techniques, 1. Expert judgment, 2. Analytical techniques, 3. Meetings, Outputs, 1. Final product, service or result transition, 2. Organizational process assets updates

stakeholder based, 12.4 Close Procurements, Inputs, 1. Project management plan, 2. Procurement documents, Techniques, 1. Procurement audits, 2. Procurement negotiations, 3. Records management system, Outputs, 1. Close procurements, 2. Organizational process assets updates

Processes Inputs (52)

Accepted deliverables

Activity attributes

Activity cost estimates

Activity duration estimates

Activity list

Activity resource requirements

Agreements

Approved change requests

Basis of estimates

Business case

Change requests

Cost forecasts

Are part of earned value calculations.

Cost management plan

Deliverables

Enterprise environmental factors

Human resource management plan

Issue log

Milestone list

Organizational process assets

Outputs from other processes

Procurement documents

Project charter

Project communications

Project documents

Project management plan

Project schedule

Project schedule network diagrams

Project scope statement

Project staff assignments

Project statement of work

Quality checklists

Quality management plan

Quality metrics

Requirements documentation

Requirements management plan

Requirements traceability matrix

Resource Breakdown Structure (RBS)

Resource calendars

Risk management plan

Risk register

Schedule forecasts

Are part of earned value calculations.

Schedule management plan

Scope baseline

Scope estimate

Scope management plan

Stakeholder management plan

Stakeholder register

Validated changes

Verified deliverables

Work Performance Data (WPD)

Work Performance Information (WPI)

Work Performance Reports (WPR)

Process Groups (5)

Initiating

Develop Project Charter

Identify Stakeholders

Planning

Develop Project Management Plan

Plan Scope Management

Collect Requirements

Define Scope

Create WBS

Plan Schedule Management

Define Activities

Sequence Activities

Estimate Activity Resources

Estimate Activity Durations

Develop Schedule

Plan Cost Management

Estimate Costs

Determine Budget

Plan Quality Management

Plan Human Resource Management

Plan Communications Management

Plan Risk Management

Identify Risks

Perform Qualitative Risk Analysis

Perform Quantitative Risk Analysis

Plan Risk Responses

Plan Procurement Management

Plan Stakeholder Management

Executing

Direct ana Manage Project Work

Perform Quality Assurance

Acquire Project Team

Develop Project Team

Manage Project Team

Manage Communications

Conduct Procurements

Manage Stakeholder Engagement

Monitoring and Controlling

Monitor and Control Project Work

Perform Integrated Change Control

Validate Scope

Control Scope

Control Schedule

Control Costs

Control Quality

Control Communications

Control Risks

Control Procurements

Control Stakeholder Engagement

Closing

Close Project or Phase

Close Procurements

Basic PM Definitions

Agreements

Examples, Contracts, Cost reimbursable, riskiest to the buyer, Fixed Price, Memorandums of Understanding (MOUs), Time and Material (T&M), SLA, OLA, Letter of agreements, Letter of intent, Verbal agreements, Email

Change request

Defect repairs, Type of change request that is implemented to correct or replace components that are substandard or are malfunctioning

Preventive actions, Type of change request is implemented to help reduce the probability of a negative risk event?

Common causes of variance

Random variances

Known or predictable variances

Variances always present in the process

Communication exchange model

Sender-message-receiver

Costs associated with quality

Prevention,

Appraisal

Failure

Critical path

Longest path through a network diagram.

Failure costs

Internal failure costs

External failure costs

Formula to calculate the lines of communication.

n (n – 1) / 2

Key performance indicators (KPIs)

These help you determine whether the project is progressing as planned.

Logical relationship

Finish-to-start, An activity that cannot start until its predecessor has concluded, The most often used logical relationship.

Management reserve

This funding allocation is set aside by the management team to cover future expenses on the project that can't be planned for.

Matrix organizations

Has three types, Strong, Weak, Balanced

Phase gate approvals

This process formally reviews the project at specific points such as milestone completion or phase completion to determine whether the project should proceed.

Program

A grouping of projects that are working toward a common goal.

Project management office (PMO)

Centralized area where all formal project activities take place.

RFI, RFP, RFQ, and RFB (or IFB)

Risk

Residual risk, Term for a leftover risk after a risk event has occurred or that remains after risk responses have been planned

Risk trigger, Symptom that means a risk event is about to occur

Scope creep

A well-managed change control process can help stop this phenomenon.

Starvation

Starvation happens when the project resources are cut off from the project.

Statement of work (SOW)

This procurement document details the deliverables the vendor must provide, the characteristics of the deliverables, and other information similar to the scope statement.

Traits that define a project

It's temporary in nature and delivers a unique product, service, or result.

WBS

Work package, Lowest level of the WBS

Is deliverable-oriented and hierarchical in nature

WBS dictionary

Describes each of the deliverables and their components, the code of accounts identifier, estimates, resources, and criteria for acceptance.

Interactive PMBOK® 5 Guide glossary

Interactive PMBOK® 5 Guide glossary

PMI-PMP Exam

Rita's Process Game [UNOFFICIAL] v1.2

http://pmp.aamirafridi.com/_rpg/index-3.html

This freeware, non-commercial mind map (aligned with the newest version of  PMBOK® Guide) was carefully hand crafted with passion and love for learning and constant improvement as well for promotion the PMBOK® knowledge and PM profession and as a learning tool for candidates wanting to gain CAPM® / PMP® qualification. (please share, like and give feedback - your feedback and comments are my main motivation for further elaboration. THX!)

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PMBOK® Guide - A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is a book which presents a set of standard terminology and guidelines for project management.

PMBOK® Guide v1 was published in 1996.

PMBOK® Guide v2 was published in 2000.

PMBOK® Guide v3 was published in 2004.

Construction Extension to the PMBOK® Guide 3 Edition, ISBN-13: 978-1-930699-52-6, 208 pages, v2, 2007

Government Extension to the PMBOK® Guide 3 Edition, ISBN-13: 978-1-930699-91-5, 129 pages, v1, 2006

PMBOK® Guide v4 was published in 2008.

PMBOK® Guide v5 was published in 2013.

Software Extension to the PMBOK® Guide 5 Edition, ISBN-13: 978-1-62825-013-8, 288 pages, v1, 2013