1. PMI-PMP Exam
1.1. Rita's Process Game [UNOFFICIAL] v1.2
1.1.1. http://pmp.aamirafridi.com/_rpg/index-3.html
2. 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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3. 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.
3.1. PMBOK® Guide v1 was published in 1996.
3.2. PMBOK® Guide v2 was published in 2000.
3.3. PMBOK® Guide v3 was published in 2004.
3.3.1. Construction Extension to the PMBOK® Guide 3 Edition
3.3.1.1. ISBN-13: 978-1-930699-52-6
3.3.1.2. 208 pages
3.3.1.3. v2, 2007
3.3.2. Government Extension to the PMBOK® Guide 3 Edition
3.3.2.1. ISBN-13: 978-1-930699-91-5
3.3.2.2. 129 pages
3.3.2.3. v1, 2006
3.4. PMBOK® Guide v4 was published in 2008.
3.5. PMBOK® Guide v5 was published in 2013.
3.5.1. Software Extension to the PMBOK® Guide 5 Edition
3.5.1.1. ISBN-13: 978-1-62825-013-8
3.5.1.2. 288 pages
3.5.1.3. v1, 2013
4. Processes Techniques (97)
4.1. Additional quality planning tools
4.2. Alternatives analysis
4.3. Alternatives generation
4.4. Analogous estimating
4.4.1. Technique that bases estimates on past projects of similar size and scope.
4.5. Analytical techniques
4.6. Approved change requests review
4.7. Assumption analysis
4.8. Benchmarking
4.9. Bottom-up estimating
4.10. Change control meetings
4.11. Change control tools
4.12. Checklist analysis
4.13. Claims administration
4.14. Communication methods
4.15. Communication models
4.16. Communication requirements analysis
4.17. Communication technology
4.18. Context diagrams
4.19. Contingent response strategies
4.20. Contract change control system
4.21. Cost aggregation
4.22. Cost of Quality (CoQ)
4.23. Cost-benefit analysis
4.24. Crashing
4.24.1. When you apply more resources to a project in order to complete it more quickly.
4.24.2. Crashing a schedule
4.24.2.1. Adding resources to critical path activities
4.25. Critical chain method
4.26. Critical path method
4.27. Data gathering and representation techniques
4.28. Decomposition
4.29. Dependency determination
4.30. Design of experiments
4.31. Diagramming techniques
4.32. Document analysis
4.33. Documentation reviews
4.34. EVM
4.34.1. PV - Planned Value
4.34.1.1. 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).
4.34.2. AC - Actual Cost
4.34.2.1. 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.
4.34.2.2. e.g. Direct and indirect costs
4.34.3. ACWP - Actual Cost of Work Performed
4.34.4. BAC - Budget at completion
4.34.5. CV - Cost variance
4.34.6. EAC - Estimate at Completion
4.34.6.1. EAC = AC + ETC
4.34.7. ETC - Estimate to Complete
4.34.8. IEAC - Independent estimate at completion
4.35. Expert Judgment
4.35.1. e.g. Task estimating by using people who are familiar with the tasks.
4.36. Facilitated workshops
4.37. Facilitation techniques
4.38. Fast tracking
4.38.1. Involves performing critical path activities simultaneously
4.39. Focus groups
4.40. Funding limit reconciliation
4.41. Group creativity techniques
4.42. Group decision making techniques
4.43. Historical relationships
4.44. Information gathering techniques
4.45. Inspection
4.46. Inspection and audits
4.47. Interviews
4.48. Leads and lags
4.49. Make-or-buy analysis
4.49.1. 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.
4.50. Market research
4.51. Meetings
4.52. Modeling techniques
4.53. Networking
4.54. Observations
4.55. Organization charts and position descriptions
4.56. Organizational theory
4.57. Parametric Estimating
4.58. Payment systems
4.59. Performance reporting
4.60. Post-mortem analysis
4.60.1. Conducted for any project that is canceled or ends prematurely.
4.61. Precedence diagramming method (PDM)
4.62. Probability and impact matrix
4.63. Procurement audits
4.64. Procurement negotiations
4.65. Procurement performance reviews
4.66. Product analysis
4.67. Project management information system
4.68. Project management software
4.69. Prototypes
4.70. Published estimating data
4.71. Quantitative risk analysis and modeling techniques
4.72. Questionnaires and surveys
4.73. Records management system
4.74. Reserve Analysis
4.74.1. Contingency reserves
4.74.2. Management reserves
4.75. Resource optimization techniques
4.76. Responsibility assignment matrix (RAM)
4.76.1. Chart that tracks tasks, resource requirements, and quantity of resources.
4.77. Risk audits
4.78. Risk categorization
4.79. Risk data quality assessment
4.80. Risk probability and impact assessment
4.81. Risk reassessment
4.82. Risk urgency assessment
4.83. Rolling wave planning
4.84. SWOT analysis
4.85. Schedule compression
4.86. Schedule network analysis
4.87. Scheduling tool
4.88. Seven basic quality tools
4.89. Stakeholder analysis
4.90. Statistical sampling
4.91. Strategies for negative risks or threats
4.92. Strategies for positive risks or opportunities
4.93. Technical performance measurement
4.94. Three-Point Estimating
4.94.1. Uses three estimates ...
4.94.1.1. Most likely (cM)
4.94.1.2. Optimistic (cO)
4.94.1.3. Pessimistic (cP)
4.94.2. Triangular Distribution
4.94.2.1. cE = (cO + cM + cP) / 3
4.94.3. Beta Distribution
4.94.3.1. cE = (cO + 4CM + cP) / 6
4.95. Variance analysis
4.96. Variance and trend analysis
4.97. Vendor bid analysis
5. Project stakeholders (10)
5.1. Business pertner
5.2. Customer
5.3. Functional manager
5.4. Organizational group
5.5. Other stakeholders
5.6. Project initiator
5.7. Project manager
5.7.1. Ultimately responsible for the project's outcome
5.8. Seller
5.9. Sponsor
5.10. User
6. Project team (7)
6.1. Project management staff
6.2. Project staff
6.3. Supporting experts
6.4. User or Customer representative
6.5. Seller
6.6. Business partner
6.7. Change Control Board (CCB)
7. Project Products (for simplicity documentation) TO DO
7.1. Project Charter
7.1.1. Contents
7.1.1.1. Name and authority of the sponsor or other person(s) authorizing the project charter
7.1.1.2. Project purpose and justification
7.1.1.3. Measureble project objectives and related success critieria
7.1.1.4. High-level requirements
7.1.1.5. Assumptions and constraints
7.1.1.6. High-level project description and boundaries
7.1.1.7. High-level risks
7.1.1.8. Summary milestone schedule
7.1.1.9. Summary budget
7.1.1.10. Stakeholder list
7.1.1.11. Project apporoval requirements
7.1.1.12. Assigned project manager, responsibility and authority level
7.1.1.13. (minimum) high-level boundaries of project
7.1.2. The project charter normally approves the project and authorizes it to begin.
7.1.3. Two things does the project sponsor put into motion at the signing of the project charter
7.1.3.1. Authorizes the project and authorizes the use of resources
7.2. Project Management Plan
7.2.1. Subsidiary plans
7.2.1.1. Scope Management Plan
7.2.1.2. Requirements Management Plan
7.2.1.3. Schedule Management Plan
7.2.1.4. Cost Management Plan
7.2.1.5. Quality Management Plan
7.2.1.6. Process Improvement Plan
7.2.1.7. Human Resource Management Plan
7.2.1.8. Communications Managment Plan
7.2.1.8.1. Stakeholder communication requirements
7.2.1.8.2. Information to be communicated, including language, format, content, and level of detail
7.2.1.8.3. Reason for the distribution of that information
7.2.1.8.4. Time frame and frequency for the distribution of required information and receipt of acknowledgment or response, if applicable
7.2.1.8.5. Person responsible for communicating the information
7.2.1.8.6. Person responsible for authorizing release of confidential information
7.2.1.8.7. Person or groups who will receive the information
7.2.1.8.8. Methods or technologies used to convey the information, such as memos, e-mail, and/or press releases
7.2.1.8.9. Resources allocated for communication activities, including time and budget
7.2.1.8.10. Escalation process identifying time frames and the management chain (names) for escalation of issues that cannot be resolved at a lower staff level
7.2.1.8.11. Method for updating and refining the communications management plan as the project progresses and develops
7.2.1.8.12. Glossary of common terminology
7.2.1.8.13. Flow charts of the information flow in the project, workflows with possible sequence of authorization, list of reports, and meeting plans, etc.
7.2.1.8.14. Communication constraints usually derived from a specific legislation or regulation, technology, and organizational policies, etc.
7.2.1.9. Risk Management Plan
7.2.1.10. Procurement Management Plan
7.2.1.10.1. Types of contracts to be used
7.2.1.10.2. Risk management issues
7.2.1.10.3. Whether independent estimates will be used and whether they are needed as evaluation criteria
7.2.1.10.4. Those actions the project management team can take unilaterally, if the performing organization has a prescribed procurement, contracting, or purchasing department
7.2.1.10.5. Standardized procurement documents, if needed
7.2.1.10.6. Managing multiple suppliers
7.2.1.10.7. Coordinating procurement with other project aspects, such as scheduling and performance reporting
7.2.1.10.8. Any constraints and assumptions that could affect planned procurements
7.2.1.10.9. 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
7.2.1.10.10. Handling the make-or-buy decisions and linking them into the Estimate Activity Resources and Develop Schedule processes
7.2.1.10.11. Setting the scheduled dates in each contract for the contract deliverables and coordinating with the schedule development and control processes
7.2.1.10.12. Identifying requirements for performance bonds or insurance contracts to mitigate some forms of project risk
7.2.1.10.13. Establishing the direction to be provided to the sellers on developing and maintaining a work breakdown structure (WBS)
7.2.1.10.14. Establishing the form and format to be used for the procurement/contract statements of work
7.2.1.10.15. Identifying prequalified sellers, if any, to be used
7.2.1.10.16. Procurement metrics to be used to manage contracts and evaluate sellers
7.2.1.11. Stakeholder Management Plan
7.2.1.12. Change Management Plan
7.2.1.13. Configuration Management Plan
7.2.2. Cost baseline
7.2.2.1. Contigency reserve
7.2.2.2. Management reserve
7.2.2.3. Cost baseline documents the accepted time interval being used to measure cost performence
7.2.3. Scope baseline
7.2.3.1. Project Scope Statement
7.2.3.1.1. Product scope description
7.2.3.1.2. Acceptance criteria
7.2.3.1.3. Deliverables / Key deliverables / Major porject deliverables
7.2.3.1.4. Project description
7.2.3.1.5. Project exclusion
7.2.3.1.6. Project boundaries
7.2.3.1.7. Constraints
7.2.3.1.8. Assumptions
7.2.3.1.9. Technical issues and concerns
7.2.3.2. WBS
7.2.3.2.1. identifies the deliverables and the work packages used to measure project performence
7.2.3.3. WBS Dictionary
7.2.3.3.1. Detailed information about deliverables and a description of the work for each component
7.2.4. Schedule baseline
7.2.4.1. documents the accepted schedule performence measures, including start and finish dates
7.3. Stakeholder Register
7.4. Risk Register
7.5. Requirements Documentation
8. Processes Outputs (95)
8.1. Accepted deliverables
8.2. Activity attributes
8.3. Activity costs estimates
8.4. Activity duration estimates
8.5. Activity list
8.6. Activity resource requirements
8.7. Approved change requests
8.8. Basis of estimates
8.9. Change log
8.10. Change requests
8.11. Close procurements
8.12. Communications management plan
8.13. Cost baseline
8.14. Cost management plan
8.15. Deliverables
8.15.1. 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..
8.16. Final product, service or result transition
8.17. Human resource plan
8.18. Make-or-buy decisions
8.19. Milestone list
8.20. Organizational process assets updates
8.21. Process improvement plan
8.22. Procurement documents
8.23. Procurement management plan
8.24. Procurement statements of work
8.25. Project calendars
8.26. Project document updates
8.27. Project funding requirements
8.28. Project management plan
8.29. Project management plan updates
8.30. Project schedule
8.31. Project schedule network diagrams
8.32. Project scope statement
8.33. Quality checklists
8.34. Quality control measurements
8.35. Quality management plan
8.36. Quality metrics
8.37. Requirements documentation
8.38. Requirements management plan
8.39. Requirements traceability matrix
8.40. Resource Breakdown Structure (RBS)
8.41. Risk management plan
8.42. Risk register
8.43. Schedule data
8.44. Schedule management plan
8.45. Scope baseline
8.46. Scope management plan
8.47. Source selection criteria
8.48. Stakeholder register
8.49. Validated changes
8.50. Validated deliverables
8.51. Work Performance Data (WPD)
8.52. Work Performance Information (WPI)
8.53. Work Performance Measurements (WPM)
8.54. Work Performance Reports (WPR)
9. Processes (47)
9.1. Processes (47) are categorized in process groups (5)
9.2. Initiating
9.2.1. integration based
9.2.1.1. 4.1 Develop Project Charter (DPC)
9.2.1.1.1. Inputs
9.2.1.1.2. Techniques
9.2.1.1.3. Outputs
9.2.2. stakeholder based
9.2.2.1. 13.1 Identify Stakeholders (IS)
9.2.2.1.1. Inputs
9.2.2.1.2. Techniques
9.2.2.1.3. Outputs
9.3. Planning
9.3.1. integration based
9.3.1.1. 4.2 Develop Project Management Plan (DPMP)
9.3.1.1.1. Inputs
9.3.1.1.2. Techniques
9.3.1.1.3. Outputs
9.3.2. scope based
9.3.2.1. 5.1 Plan Scope Management (PScopeM)
9.3.2.1.1. Inputs
9.3.2.1.2. Techniques
9.3.2.1.3. Outputs
9.3.2.2. 5.2 Collect Requirements (CR)
9.3.2.2.1. Inputs
9.3.2.2.2. Techniques
9.3.2.2.3. Outputs
9.3.2.3. 5.3 Define Scope (DS)
9.3.2.3.1. Inputs
9.3.2.3.2. Techniques
9.3.2.3.3. Outputs
9.3.2.4. 5.4 Create WBS (CWBS)
9.3.2.4.1. Inputs
9.3.2.4.2. Techniques
9.3.2.4.3. Outputs
9.3.3. time based
9.3.3.1. 6.1 Plan Schedule Management (PScheduleM)
9.3.3.1.1. Inputs
9.3.3.1.2. Techniques
9.3.3.1.3. Outputs
9.3.3.2. 6.2 Define Activities (DA)
9.3.3.2.1. Inputs
9.3.3.2.2. Techniques
9.3.3.2.3. Outputs
9.3.3.3. 6.3 Sequence Activities (SA)
9.3.3.3.1. Inputs
9.3.3.3.2. Techniques
9.3.3.3.3. Outputs
9.3.3.4. 6.4 Estimate Activity Resources (EAR)
9.3.3.4.1. Inputs
9.3.3.4.2. Techniques
9.3.3.4.3. Outputs
9.3.3.5. 6.5 Estimate Activity Durations (EAD)
9.3.3.5.1. Inputs
9.3.3.5.2. Techniques
9.3.3.5.3. Outputs
9.3.3.6. 6.6 Develop Schedule (DS)
9.3.3.6.1. Inputs
9.3.3.6.2. Techniques
9.3.3.6.3. Outputs
9.3.4. cost based
9.3.4.1. 7.1 Plan Cost Management (PCM)
9.3.4.1.1. Inputs
9.3.4.1.2. Techniques
9.3.4.1.3. Outputs
9.3.4.2. 7.2 Estimate Costs (EC)
9.3.4.2.1. Inputs
9.3.4.2.2. Techniques
9.3.4.2.3. Outputs
9.3.4.3. 7.3 Determine Budget (DB)
9.3.4.3.1. Inputs
9.3.4.3.2. Techniques
9.3.4.3.3. Outputs
9.3.5. quality based
9.3.5.1. 8.1 Plan Quality Management (PQM)
9.3.5.1.1. Inputs
9.3.5.1.2. Techniques
9.3.5.1.3. Outputs
9.3.6. HR based
9.3.6.1. 9.1 Plan Human Resource Management (PHRM)
9.3.6.1.1. Inputs
9.3.6.1.2. Techniques
9.3.6.1.3. Outputs
9.3.7. communication based
9.3.7.1. 10.1 Plan Communications Management
9.3.7.1.1. Inputs
9.3.7.1.2. Techniques
9.3.7.1.3. Outputs
9.3.8. risk based
9.3.8.1. 11.1 Plan Risk Management (PRM)
9.3.8.1.1. Inputs
9.3.8.1.2. Techniques
9.3.8.1.3. Outputs
9.3.8.2. 11.2 Identify Risks (IR)
9.3.8.2.1. Inputs
9.3.8.2.2. Techniques
9.3.8.2.3. Outputs
9.3.8.3. 11.3 Perform Qualitative Risk Analysis (PQlRA)
9.3.8.3.1. Inputs
9.3.8.3.2. Techniques
9.3.8.3.3. Outputs
9.3.8.4. 11.4 Perform Quantitative Risk Analysis (PQnRA)
9.3.8.4.1. Inputs
9.3.8.4.2. Techniques
9.3.8.4.3. Outputs
9.3.8.5. 11.5 Plan Risk Responses (PRR)
9.3.8.5.1. Inputs
9.3.8.5.2. Techniques
9.3.8.5.3. Outputs
9.3.9. procurement based
9.3.9.1. 12.1 Plan Procurement Management (PPM)
9.3.9.1.1. Inputs
9.3.9.1.2. Techniques
9.3.9.1.3. Outputs
9.3.10. stakeholder based
9.3.10.1. 13.2 Plan Stakeholder Management (PStakeholderM)
9.3.10.1.1. Inputs
9.3.10.1.2. Techniques
9.3.10.1.3. Outputs
9.4. Executing
9.4.1. integration based
9.4.1.1. 4.3 Direct and Manage Project Work
9.4.1.1.1. Inputs
9.4.1.1.2. Techniques
9.4.1.1.3. Outputs
9.4.2. quality based
9.4.2.1. 8.2 Perform Quality Assurance
9.4.2.1.1. Inputs
9.4.2.1.2. Techniques
9.4.2.1.3. Outputs
9.4.3. HR based
9.4.3.1. 9.4 Manage Project Team
9.4.3.1.1. Inputs
9.4.3.1.2. Techniques
9.4.3.1.3. Outputs
9.4.3.2. 9.3 Develop Project Team
9.4.3.2.1. Inputs
9.4.3.2.2. Techniques
9.4.3.2.3. Outputs
9.4.3.3. 9.2 Acquire Project Team
9.4.3.3.1. Inputs
9.4.3.3.2. Techniques
9.4.3.3.3. Outputs
9.4.4. communication based
9.4.4.1. 10.2 Manage Communications
9.4.4.1.1. Inputs
9.4.4.1.2. Techniques
9.4.4.1.3. Outputs
9.4.5. procurement based
9.4.5.1. 12.2 Conduct Procurements
9.4.5.1.1. Inputs
9.4.5.1.2. Techniques
9.4.5.1.3. Outputs
9.4.6. stakeholder based
9.4.6.1. 13.3 Manage Stakeholder Engagement
9.4.6.1.1. Inputs
9.4.6.1.2. Techniques
9.4.6.1.3. Outputs
9.5. Monitoring and Controlling
9.5.1. integration based
9.5.1.1. 4.5 Perform Integrated Change Control
9.5.1.1.1. Inputs
9.5.1.1.2. Techniques
9.5.1.1.3. Outputs
9.5.1.2. 4.4 Monitor and Control Project Work
9.5.1.2.1. Inputs
9.5.1.2.2. Techniques
9.5.1.2.3. Outputs
9.5.2. scope based
9.5.2.1. 5.6 Control Scope
9.5.2.1.1. Inputs
9.5.2.1.2. Techniques
9.5.2.1.3. Outputs
9.5.2.2. 5.5 Validate Scope
9.5.2.2.1. Inputs
9.5.2.2.2. Techniques
9.5.2.2.3. Outputs
9.5.3. time based
9.5.3.1. 6.7 Control Schedule
9.5.3.1.1. Inputs
9.5.3.1.2. Techniques
9.5.3.1.3. Outputs
9.5.4. cost based
9.5.4.1. 7.4 Control Costs
9.5.4.1.1. Inputs
9.5.4.1.2. Techniques
9.5.4.1.3. Outputs
9.5.5. quality based
9.5.5.1. 8.3 Control Quality
9.5.5.1.1. Inputs
9.5.5.1.2. Techniques
9.5.5.1.3. Outputs
9.5.6. communication based
9.5.6.1. 10.3 Control Communications
9.5.6.1.1. Inputs
9.5.6.1.2. Techniques
9.5.6.1.3. Outputs
9.5.7. risk based
9.5.7.1. 11.6 Control Risks
9.5.7.1.1. Inputs
9.5.7.1.2. Techniques
9.5.7.1.3. Outputs
9.5.8. procurement based
9.5.8.1. 12.3 Control Procurements
9.5.8.1.1. Inputs
9.5.8.1.2. Techniques
9.5.8.1.3. Outputs
9.5.9. stakeholder based
9.5.9.1. 13.4 Control Stakeholder Engagement
9.5.9.1.1. Inputs
9.5.9.1.2. Techniques
9.5.9.1.3. Outputs
9.6. Closing
9.6.1. integration based
9.6.1.1. 4.6 Close Project or Phase
9.6.1.1.1. Inputs
9.6.1.1.2. Techniques
9.6.1.1.3. Outputs
9.6.2. stakeholder based
9.6.2.1. 12.4 Close Procurements
9.6.2.1.1. Inputs
9.6.2.1.2. Techniques
9.6.2.1.3. Outputs
10. Processes Inputs (52)
10.1. Accepted deliverables
10.2. Activity attributes
10.3. Activity cost estimates
10.4. Activity duration estimates
10.5. Activity list
10.6. Activity resource requirements
10.7. Agreements
10.8. Approved change requests
10.9. Basis of estimates
10.10. Business case
10.11. Change requests
10.12. Cost forecasts
10.12.1. Are part of earned value calculations.
10.13. Cost management plan
10.14. Deliverables
10.15. Enterprise environmental factors
10.16. Human resource management plan
10.17. Issue log
10.18. Milestone list
10.19. Organizational process assets
10.20. Outputs from other processes
10.21. Procurement documents
10.22. Project charter
10.23. Project communications
10.24. Project documents
10.25. Project management plan
10.26. Project schedule
10.27. Project schedule network diagrams
10.28. Project scope statement
10.29. Project staff assignments
10.30. Project statement of work
10.31. Quality checklists
10.32. Quality management plan
10.33. Quality metrics
10.34. Requirements documentation
10.35. Requirements management plan
10.36. Requirements traceability matrix
10.37. Resource Breakdown Structure (RBS)
10.38. Resource calendars
10.39. Risk management plan
10.40. Risk register
10.41. Schedule forecasts
10.41.1. Are part of earned value calculations.
10.42. Schedule management plan
10.43. Scope baseline
10.44. Scope estimate
10.45. Scope management plan
10.46. Stakeholder management plan
10.47. Stakeholder register
10.48. Validated changes
10.49. Verified deliverables
10.50. Work Performance Data (WPD)
10.51. Work Performance Information (WPI)
10.52. Work Performance Reports (WPR)
11. Process Groups (5)
11.1. Initiating
11.1.1. Develop Project Charter
11.1.2. Identify Stakeholders
11.2. Planning
11.2.1. Develop Project Management Plan
11.2.2. Plan Scope Management
11.2.3. Collect Requirements
11.2.4. Define Scope
11.2.5. Create WBS
11.2.6. Plan Schedule Management
11.2.7. Define Activities
11.2.8. Sequence Activities
11.2.9. Estimate Activity Resources
11.2.10. Estimate Activity Durations
11.2.11. Develop Schedule
11.2.12. Plan Cost Management
11.2.13. Estimate Costs
11.2.14. Determine Budget
11.2.15. Plan Quality Management
11.2.16. Plan Human Resource Management
11.2.17. Plan Communications Management
11.2.18. Plan Risk Management
11.2.19. Identify Risks
11.2.20. Perform Qualitative Risk Analysis
11.2.21. Perform Quantitative Risk Analysis
11.2.22. Plan Risk Responses
11.2.23. Plan Procurement Management
11.2.24. Plan Stakeholder Management
11.3. Executing
11.3.1. Direct ana Manage Project Work
11.3.2. Perform Quality Assurance
11.3.3. Acquire Project Team
11.3.4. Develop Project Team
11.3.5. Manage Project Team
11.3.6. Manage Communications
11.3.7. Conduct Procurements
11.3.8. Manage Stakeholder Engagement
11.4. Monitoring and Controlling
11.4.1. Monitor and Control Project Work
11.4.2. Perform Integrated Change Control
11.4.3. Validate Scope
11.4.4. Control Scope
11.4.5. Control Schedule
11.4.6. Control Costs
11.4.7. Control Quality
11.4.8. Control Communications
11.4.9. Control Risks
11.4.10. Control Procurements
11.4.11. Control Stakeholder Engagement
11.5. Closing
11.5.1. Close Project or Phase
11.5.2. Close Procurements
12. Basic PM Definitions
12.1. Agreements
12.1.1. Examples
12.1.1.1. Contracts
12.1.1.1.1. Cost reimbursable
12.1.1.2. Fixed Price
12.1.1.3. Memorandums of Understanding (MOUs)
12.1.1.4. Time and Material (T&M)
12.1.1.5. SLA
12.1.1.6. OLA
12.1.1.7. Letter of agreements
12.1.1.8. Letter of intent
12.1.1.9. Verbal agreements
12.1.1.10. Email
12.2. Change request
12.2.1. Defect repairs
12.2.1.1. Type of change request that is implemented to correct or replace components that are substandard or are malfunctioning
12.2.2. Preventive actions
12.2.2.1. Type of change request is implemented to help reduce the probability of a negative risk event?
12.3. Common causes of variance
12.3.1. Random variances
12.3.2. Known or predictable variances
12.3.3. Variances always present in the process
12.4. Communication exchange model
12.4.1. Sender-message-receiver
12.5. Costs associated with quality
12.5.1. Prevention,
12.5.2. Appraisal
12.5.3. Failure
12.6. Critical path
12.6.1. Longest path through a network diagram.
12.7. Failure costs
12.7.1. Internal failure costs
12.7.2. External failure costs
12.8. Formula to calculate the lines of communication.
12.8.1. n (n – 1) / 2
12.9. Key performance indicators (KPIs)
12.9.1. These help you determine whether the project is progressing as planned.
12.10. Logical relationship
12.10.1. Finish-to-start
12.10.1.1. An activity that cannot start until its predecessor has concluded
12.10.1.2. The most often used logical relationship.
12.11. Management reserve
12.11.1. This funding allocation is set aside by the management team to cover future expenses on the project that can't be planned for.
12.12. Matrix organizations
12.12.1. Has three types
12.12.1.1. Strong
12.12.1.2. Weak
12.12.1.3. Balanced
12.13. Phase gate approvals
12.13.1. This process formally reviews the project at specific points such as milestone completion or phase completion to determine whether the project should proceed.
12.14. Program
12.14.1. A grouping of projects that are working toward a common goal.
12.15. Project management office (PMO)
12.15.1. Centralized area where all formal project activities take place.
12.16. RFI, RFP, RFQ, and RFB (or IFB)
12.17. Risk
12.17.1. Residual risk
12.17.1.1. Term for a leftover risk after a risk event has occurred or that remains after risk responses have been planned
12.17.2. Risk trigger
12.17.2.1. Symptom that means a risk event is about to occur
12.18. Scope creep
12.18.1. A well-managed change control process can help stop this phenomenon.
12.19. Starvation
12.19.1. Starvation happens when the project resources are cut off from the project.
12.20. Statement of work (SOW)
12.20.1. This procurement document details the deliverables the vendor must provide, the characteristics of the deliverables, and other information similar to the scope statement.
12.21. Traits that define a project
12.21.1. It's temporary in nature and delivers a unique product, service, or result.
12.22. WBS
12.22.1. Work package
12.22.1.1. Lowest level of the WBS
12.22.2. Is deliverable-oriented and hierarchical in nature
12.23. WBS dictionary
12.23.1. Describes each of the deliverables and their components, the code of accounts identifier, estimates, resources, and criteria for acceptance.