PMBOK®5 Guide study guide mind map

Comienza Ya. Es Gratis
ó regístrate con tu dirección de correo electrónico
PMBOK®5 Guide study guide mind map

1. Processes Techniques (97)

1.4. Analogous estimating

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

1.24. Crashing

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

1.24.2. Crashing a schedule

1.24.2.1. Adding resources to critical path activities

1.34. EVM

1.34.1. PV - Planned Value

1.34.1.1. 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).

1.34.2. AC - Actual Cost

1.34.2.1. 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.

1.34.2.2. e.g. Direct and indirect costs

1.34.3. ACWP - Actual Cost of Work Performed

1.34.4. BAC - Budget at completion

1.34.5. CV - Cost variance

1.34.6. EAC - Estimate at Completion

1.34.6.1. EAC = AC + ETC

1.34.7. ETC - Estimate to Complete

1.34.8. IEAC - Independent estimate at completion

1.35. Expert Judgment

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

1.38. Fast tracking

1.38.1. Involves performing critical path activities simultaneously

1.47. Interviews

1.49.1. 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.

1.60. Post-mortem analysis

1.60.1. Conducted for any project that is canceled or ends prematurely.

1.74. Reserve Analysis

1.74.1. Contingency reserves

1.74.2. Management reserves

1.76. Responsibility assignment matrix (RAM)

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

1.94. Three-Point Estimating

1.94.1. Uses three estimates ...

1.94.1.1. Most likely (cM)

1.94.1.2. Optimistic (cO)

1.94.1.3. Pessimistic (cP)

1.94.2. Triangular Distribution

1.94.2.1. cE = (cO + cM + cP) / 3

1.94.3. Beta Distribution

1.94.3.1. cE = (cO + 4CM + cP) / 6

2. Project stakeholders (10)

2.7. Project manager

2.7.1. Ultimately responsible for the project's outcome

4. Project Products (for simplicity documentation) TO DO

4.1. Project Charter

4.1.1. Contents

4.1.1.1. Name and authority of the sponsor or other person(s) authorizing the project charter

4.1.1.2. Project purpose and justification

4.1.1.3. Measureble project objectives and related success critieria

4.1.1.4. High-level requirements

4.1.1.5. Assumptions and constraints

4.1.1.6. High-level project description and boundaries

4.1.1.7. High-level risks

4.1.1.8. Summary milestone schedule

4.1.1.9. Summary budget

4.1.1.10. Stakeholder list

4.1.1.11. Project apporoval requirements

4.1.1.12. Assigned project manager, responsibility and authority level

4.1.1.13. (minimum) high-level boundaries of project

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

4.1.3. Two things does the project sponsor put into motion at the signing of the project charter

4.1.3.1. Authorizes the project and authorizes the use of resources

4.2. Project Management Plan

4.2.1. Subsidiary plans

4.2.1.1. Scope Management Plan

4.2.1.2. Requirements Management Plan

4.2.1.3. Schedule Management Plan

4.2.1.4. Cost Management Plan

4.2.1.5. Quality Management Plan

4.2.1.6. Process Improvement Plan

4.2.1.7. Human Resource Management Plan

4.2.1.8. Communications Managment Plan

4.2.1.8.1. Stakeholder communication requirements

4.2.1.8.2. Information to be communicated, including language, format, content, and level of detail

4.2.1.8.3. Reason for the distribution of that information

4.2.1.8.4. Time frame and frequency for the distribution of required information and receipt of acknowledgment or response, if applicable

4.2.1.8.5. Person responsible for communicating the information

4.2.1.8.6. Person responsible for authorizing release of confidential information

4.2.1.8.7. Person or groups who will receive the information

4.2.1.8.8. Methods or technologies used to convey the information, such as memos, e-mail, and/or press releases

4.2.1.8.9. Resources allocated for communication activities, including time and budget

4.2.1.8.10. Escalation process identifying time frames and the management chain (names) for escalation of issues that cannot be resolved at a lower staff level

4.2.1.8.11. Method for updating and refining the communications management plan as the project progresses and develops

4.2.1.8.12. Glossary of common terminology

4.2.1.8.13. Flow charts of the information flow in the project, workflows with possible sequence of authorization, list of reports, and meeting plans, etc.

4.2.1.8.14. Communication constraints usually derived from a specific legislation or regulation, technology, and organizational policies, etc.

4.2.1.9. Risk Management Plan

4.2.1.10. Procurement Management Plan

4.2.1.10.1. Types of contracts to be used

4.2.1.10.2. Risk management issues

4.2.1.10.3. Whether independent estimates will be used and whether they are needed as evaluation criteria

4.2.1.10.4. Those actions the project management team can take unilaterally, if the performing organization has a prescribed procurement, contracting, or purchasing department

4.2.1.10.5. Standardized procurement documents, if needed

4.2.1.10.6. Managing multiple suppliers

4.2.1.10.7. Coordinating procurement with other project aspects, such as scheduling and performance reporting

4.2.1.10.8. Any constraints and assumptions that could affect planned procurements

4.2.1.10.9. 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

4.2.1.10.10. Handling the make-or-buy decisions and linking them into the Estimate Activity Resources and Develop Schedule processes

4.2.1.10.11. Setting the scheduled dates in each contract for the contract deliverables and coordinating with the schedule development and control processes

4.2.1.10.12. Identifying requirements for performance bonds or insurance contracts to mitigate some forms of project risk

4.2.1.10.13. Establishing the direction to be provided to the sellers on developing and maintaining a work breakdown structure (WBS)

4.2.1.10.14. Establishing the form and format to be used for the procurement/contract statements of work

4.2.1.10.15. Identifying prequalified sellers, if any, to be used

4.2.1.10.16. Procurement metrics to be used to manage contracts and evaluate sellers

4.2.1.11. Stakeholder Management Plan

4.2.1.12. Change Management Plan

4.2.1.13. Configuration Management Plan

4.2.2. Cost baseline

4.2.2.1. Contigency reserve

4.2.2.2. Management reserve

4.2.2.3. Cost baseline documents the accepted time interval being used to measure cost performence

4.2.3. Scope baseline

4.2.3.1. Project Scope Statement

4.2.3.1.1. Product scope description

4.2.3.1.2. Acceptance criteria

4.2.3.1.3. Deliverables / Key deliverables / Major porject deliverables

4.2.3.1.4. Project description

4.2.3.1.5. Project exclusion

4.2.3.1.6. Project boundaries

4.2.3.1.7. Constraints

4.2.3.1.8. Assumptions

4.2.3.1.9. Technical issues and concerns

4.2.3.2. WBS

4.2.3.2.1. identifies the deliverables and the work packages used to measure project performence

4.2.3.3. WBS Dictionary

4.2.3.3.1. Detailed information about deliverables and a description of the work for each component

4.2.4. Schedule baseline

4.2.4.1. documents the accepted schedule performence measures, including start and finish dates

5. Processes Outputs (95)

5.15. Deliverables

5.15.1. 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..

6. Processes (47)

6.2. Initiating

6.2.1. integration based

6.2.1.1. 4.1 Develop Project Charter (DPC)

6.2.1.1.1. Inputs

6.2.1.1.2. Techniques

6.2.1.1.3. Outputs

6.2.2. stakeholder based

6.2.2.1. 13.1 Identify Stakeholders (IS)

6.2.2.1.1. Inputs

6.2.2.1.2. Techniques

6.2.2.1.3. Outputs

6.3. Planning

6.3.1. integration based

6.3.1.1. 4.2 Develop Project Management Plan (DPMP)

6.3.1.1.1. Inputs

6.3.1.1.2. Techniques

6.3.1.1.3. Outputs

6.3.2. scope based

6.3.2.1. 5.1 Plan Scope Management (PScopeM)

6.3.2.1.1. Inputs

6.3.2.1.2. Techniques

6.3.2.1.3. Outputs

6.3.2.2. 5.2 Collect Requirements (CR)

6.3.2.2.1. Inputs

6.3.2.2.2. Techniques

6.3.2.2.3. Outputs

6.3.2.3. 5.3 Define Scope (DS)

6.3.2.3.1. Inputs

6.3.2.3.2. Techniques

6.3.2.3.3. Outputs

6.3.2.4. 5.4 Create WBS (CWBS)

6.3.2.4.1. Inputs

6.3.2.4.2. Techniques

6.3.2.4.3. Outputs

6.3.3. time based

6.3.3.1. 6.1 Plan Schedule Management (PScheduleM)

6.3.3.1.1. Inputs

6.3.3.1.2. Techniques

6.3.3.1.3. Outputs

6.3.3.2. 6.2 Define Activities (DA)

6.3.3.2.1. Inputs

6.3.3.2.2. Techniques

6.3.3.2.3. Outputs

6.3.3.3. 6.3 Sequence Activities (SA)

6.3.3.3.1. Inputs

6.3.3.3.2. Techniques

6.3.3.3.3. Outputs

6.3.3.4. 6.4 Estimate Activity Resources (EAR)

6.3.3.4.1. Inputs

6.3.3.4.2. Techniques

6.3.3.4.3. Outputs

6.3.3.5. 6.5 Estimate Activity Durations (EAD)

6.3.3.5.1. Inputs

6.3.3.5.2. Techniques

6.3.3.5.3. Outputs

6.3.3.6. 6.6 Develop Schedule (DS)

6.3.3.6.1. Inputs

6.3.3.6.2. Techniques

6.3.3.6.3. Outputs

6.3.4. cost based

6.3.4.1. 7.1 Plan Cost Management (PCM)

6.3.4.1.1. Inputs

6.3.4.1.2. Techniques

6.3.4.1.3. Outputs

6.3.4.2. 7.2 Estimate Costs (EC)

6.3.4.2.1. Inputs

6.3.4.2.2. Techniques

6.3.4.2.3. Outputs

6.3.4.3. 7.3 Determine Budget (DB)

6.3.4.3.1. Inputs

6.3.4.3.2. Techniques

6.3.4.3.3. Outputs

6.3.5. quality based

6.3.5.1. 8.1 Plan Quality Management (PQM)

6.3.5.1.1. Inputs

6.3.5.1.2. Techniques

6.3.5.1.3. Outputs

6.3.6. HR based

6.3.6.1. 9.1 Plan Human Resource Management (PHRM)

6.3.6.1.1. Inputs

6.3.6.1.2. Techniques

6.3.6.1.3. Outputs

6.3.7. communication based

6.3.7.1. 10.1 Plan Communications Management

6.3.7.1.1. Inputs

6.3.7.1.2. Techniques

6.3.7.1.3. Outputs

6.3.8. risk based

6.3.8.1. 11.1 Plan Risk Management (PRM)

6.3.8.1.1. Inputs

6.3.8.1.2. Techniques

6.3.8.1.3. Outputs

6.3.8.2. 11.2 Identify Risks (IR)

6.3.8.2.1. Inputs

6.3.8.2.2. Techniques

6.3.8.2.3. Outputs

6.3.8.3. 11.3 Perform Qualitative Risk Analysis (PQlRA)

6.3.8.3.1. Inputs

6.3.8.3.2. Techniques

6.3.8.3.3. Outputs

6.3.8.4. 11.4 Perform Quantitative Risk Analysis (PQnRA)

6.3.8.4.1. Inputs

6.3.8.4.2. Techniques

6.3.8.4.3. Outputs

6.3.8.5. 11.5 Plan Risk Responses (PRR)

6.3.8.5.1. Inputs

6.3.8.5.2. Techniques

6.3.8.5.3. Outputs

6.3.9. procurement based

6.3.9.1. 12.1 Plan Procurement Management (PPM)

6.3.9.1.1. Inputs

6.3.9.1.2. Techniques

6.3.9.1.3. Outputs

6.3.10. stakeholder based

6.3.10.1. 13.2 Plan Stakeholder Management (PStakeholderM)

6.3.10.1.1. Inputs

6.3.10.1.2. Techniques

6.3.10.1.3. Outputs

6.4. Executing

6.4.1. integration based

6.4.1.1. 4.3 Direct and Manage Project Work

6.4.1.1.1. Inputs

6.4.1.1.2. Techniques

6.4.1.1.3. Outputs

6.4.2. quality based

6.4.2.1. 8.2 Perform Quality Assurance

6.4.2.1.1. Inputs

6.4.2.1.2. Techniques

6.4.2.1.3. Outputs

6.4.3. HR based

6.4.3.1. 9.4 Manage Project Team

6.4.3.1.1. Inputs

6.4.3.1.2. Techniques

6.4.3.1.3. Outputs

6.4.3.2. 9.3 Develop Project Team

6.4.3.2.1. Inputs

6.4.3.2.2. Techniques

6.4.3.2.3. Outputs

6.4.3.3. 9.2 Acquire Project Team

6.4.3.3.1. Inputs

6.4.3.3.2. Techniques

6.4.3.3.3. Outputs

6.4.4. communication based

6.4.4.1. 10.2 Manage Communications

6.4.4.1.1. Inputs

6.4.4.1.2. Techniques

6.4.4.1.3. Outputs

6.4.5. procurement based

6.4.5.1. 12.2 Conduct Procurements

6.4.5.1.1. Inputs

6.4.5.1.2. Techniques

6.4.5.1.3. Outputs

6.4.6. stakeholder based

6.4.6.1. 13.3 Manage Stakeholder Engagement

6.4.6.1.1. Inputs

6.4.6.1.2. Techniques

6.4.6.1.3. Outputs

6.5. Monitoring and Controlling

6.5.1. integration based

6.5.1.1. 4.5 Perform Integrated Change Control

6.5.1.1.1. Inputs

6.5.1.1.2. Techniques

6.5.1.1.3. Outputs

6.5.1.2. 4.4 Monitor and Control Project Work

6.5.1.2.1. Inputs

6.5.1.2.2. Techniques

6.5.1.2.3. Outputs

6.5.2. scope based

6.5.2.1. 5.6 Control Scope

6.5.2.1.1. Inputs

6.5.2.1.2. Techniques

6.5.2.1.3. Outputs

6.5.2.2. 5.5 Validate Scope

6.5.2.2.1. Inputs

6.5.2.2.2. Techniques

6.5.2.2.3. Outputs

6.5.3. time based

6.5.3.1. 6.7 Control Schedule

6.5.3.1.1. Inputs

6.5.3.1.2. Techniques

6.5.3.1.3. Outputs

6.5.4. cost based

6.5.4.1. 7.4 Control Costs

6.5.4.1.1. Inputs

6.5.4.1.2. Techniques

6.5.4.1.3. Outputs

6.5.5. quality based

6.5.5.1. 8.3 Control Quality

6.5.5.1.1. Inputs

6.5.5.1.2. Techniques

6.5.5.1.3. Outputs

6.5.6. communication based

6.5.6.1. 10.3 Control Communications

6.5.6.1.1. Inputs

6.5.6.1.2. Techniques

6.5.6.1.3. Outputs

6.5.7. risk based

6.5.7.1. 11.6 Control Risks

6.5.7.1.1. Inputs

6.5.7.1.2. Techniques

6.5.7.1.3. Outputs

6.5.8. procurement based

6.5.8.1. 12.3 Control Procurements

6.5.8.1.1. Inputs

6.5.8.1.2. Techniques

6.5.8.1.3. Outputs

6.5.9. stakeholder based

6.5.9.1. 13.4 Control Stakeholder Engagement

6.5.9.1.1. Inputs

6.5.9.1.2. Techniques

6.5.9.1.3. Outputs

6.6. Closing

6.6.1. integration based

6.6.1.1. 4.6 Close Project or Phase

6.6.1.1.1. Inputs

6.6.1.1.2. Techniques

6.6.1.1.3. Outputs

6.6.2. stakeholder based

6.6.2.1. 12.4 Close Procurements

6.6.2.1.1. Inputs

6.6.2.1.2. Techniques

6.6.2.1.3. Outputs

7. Processes Inputs (52)

7.12. Cost forecasts

7.12.1. Are part of earned value calculations.

7.41. Schedule forecasts

7.41.1. Are part of earned value calculations.

8. Process Groups (5)

8.1. Initiating

8.1.1. Develop Project Charter

8.1.2. Identify Stakeholders

8.2. Planning

8.2.1. Develop Project Management Plan

8.2.2. Plan Scope Management

8.2.3. Collect Requirements

8.2.4. Define Scope

8.2.5. Create WBS

8.2.6. Plan Schedule Management

8.2.7. Define Activities

8.2.8. Sequence Activities

8.2.9. Estimate Activity Resources

8.2.10. Estimate Activity Durations

8.2.11. Develop Schedule

8.2.12. Plan Cost Management

8.2.13. Estimate Costs

8.2.14. Determine Budget

8.2.15. Plan Quality Management

8.2.16. Plan Human Resource Management

8.2.17. Plan Communications Management

8.2.18. Plan Risk Management

8.2.19. Identify Risks

8.2.20. Perform Qualitative Risk Analysis

8.2.21. Perform Quantitative Risk Analysis

8.2.22. Plan Risk Responses

8.2.23. Plan Procurement Management

8.2.24. Plan Stakeholder Management

8.3. Executing

8.3.1. Direct ana Manage Project Work

8.3.2. Perform Quality Assurance

8.3.3. Acquire Project Team

8.3.4. Develop Project Team

8.3.5. Manage Project Team

8.3.6. Manage Communications

8.3.7. Conduct Procurements

8.3.8. Manage Stakeholder Engagement

8.4. Monitoring and Controlling

8.4.1. Monitor and Control Project Work

8.4.2. Perform Integrated Change Control

8.4.3. Validate Scope

8.4.4. Control Scope

8.4.5. Control Schedule

8.4.6. Control Costs

8.4.7. Control Quality

8.4.8. Control Communications

8.4.9. Control Risks

8.4.10. Control Procurements

8.4.11. Control Stakeholder Engagement

8.5. Closing

8.5.1. Close Project or Phase

8.5.2. Close Procurements

9. Basic PM Definitions

9.1. Agreements

9.1.1. Examples

9.1.1.1. Contracts

9.1.1.1.1. Cost reimbursable

9.1.1.2. Fixed Price

9.1.1.3. Memorandums of Understanding (MOUs)

9.1.1.4. Time and Material (T&M)

9.1.1.5. SLA

9.1.1.6. OLA

9.1.1.7. Letter of agreements

9.1.1.8. Letter of intent

9.1.1.9. Verbal agreements

9.1.1.10. Email

9.2. Change request

9.2.1. Defect repairs

9.2.1.1. Type of change request that is implemented to correct or replace components that are substandard or are malfunctioning

9.2.2. Preventive actions

9.2.2.1. Type of change request is implemented to help reduce the probability of a negative risk event?

9.3. Common causes of variance

9.3.1. Random variances

9.3.2. Known or predictable variances

9.3.3. Variances always present in the process

9.5. Costs associated with quality

9.5.1. Prevention,

9.5.2. Appraisal

9.5.3. Failure

9.6. Critical path

9.6.1. Longest path through a network diagram.

9.7. Failure costs

9.7.1. Internal failure costs

9.7.2. External failure costs

9.8. Formula to calculate the lines of communication.

9.8.1. n (n – 1) / 2

9.9. Key performance indicators (KPIs)

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

9.10. Logical relationship

9.10.1. Finish-to-start

9.10.1.1. An activity that cannot start until its predecessor has concluded

9.10.1.2. The most often used logical relationship.

9.11. Management reserve

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

9.12. Matrix organizations

9.12.1. Has three types

9.12.1.1. Strong

9.12.1.2. Weak

9.12.1.3. Balanced

9.13. Phase gate approvals

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

9.14. Program

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

9.15. Project management office (PMO)

9.15.1. Centralized area where all formal project activities take place.

9.17. Risk

9.17.1. Residual risk

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

9.17.2. Risk trigger

9.17.2.1. Symptom that means a risk event is about to occur

9.18. Scope creep

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

9.19. Starvation

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

9.20. Statement of work (SOW)

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

9.21. Traits that define a project

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

9.22. WBS

9.22.1. Work package

9.22.1.1. Lowest level of the WBS

9.22.2. Is deliverable-oriented and hierarchical in nature

9.23. WBS dictionary

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

11. PMI-PMP Exam

11.1. Rita's Process Game [UNOFFICIAL] v1.2

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

12. 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!)

12.1. Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Feel free to visit my website: www.miroslawdabrowski.com

12.1.3. https://play.spotify.com/user/miroslawdabrowski/

12.1.4. http://www.miroslawdabrowski.com

12.1.6. miroslaw_dabrowski

13. 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.

13.3. PMBOK® Guide v3 was published in 2004.

13.3.1. Construction Extension to the PMBOK® Guide 3 Edition

13.3.1.1. ISBN-13: 978-1-930699-52-6

13.3.1.2. 208 pages

13.3.1.3. v2, 2007

13.3.2. Government Extension to the PMBOK® Guide 3 Edition

13.3.2.1. ISBN-13: 978-1-930699-91-5

13.3.2.2. 129 pages

13.3.2.3. v1, 2006

13.5. PMBOK® Guide v5 was published in 2013.

13.5.1. Software Extension to the PMBOK® Guide 5 Edition

13.5.1.1. ISBN-13: 978-1-62825-013-8

13.5.1.2. 288 pages

13.5.1.3. v1, 2013