Sridhar Peddisetty's Space_ My Notes on PMP

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Projectized3.Organization Structure And Project Characteristics17.

Functional1.PM's Authority [Little or none]1.Resource Availability [Little or none]2.Who controls Project Budget [Functional Manager]3.PM's Role [Part - Time]4.

PM Admin Staff [Part - Time]5.Weak Matrix2.

PM's Authority [Limited]1.Resource Availability [Limited]2.Who controls Project Budget [Functional Manager]3.PM's Role [Part - Time]4.

PM Admin Staff [Part - Time]5.Balanced Matrix3.

PM's Authority [Low to moderate]1.Resource Availability [Low to moderate]2.Who controls Project Budget [Mixed]3.

PM's Role [Full - Time]4.PM Admin Staff [Part - Time]5.

Strong Matrix4.PM's Authority [Moderate to high]1.Resource Availability [Moderate to high]2.

Who controls Project Budget [Project Manager]3.PM's Role [Full - Time]4.PM Admin Staff [Full - Time]5.

Projectized5.PM's Authority [High to almost total]1.Resource Availability [High to almost total]2.

Who controls Project Budget [Project Manager]3.PM's Role [Full - Time]4.PM Admin Staff [Full - Time]5.

The WBS is a decomposition of all the deliverables the project will create18.Inspections may also be known as:a. Reviewsb. Product reviewsc. Auditsd. Walk-throughs

19.

Graphical evaluation and review technique (GERT) models allow for loopsandconditional branching

20.

Crashing adds more resources to activities to decrease their duration, whichtypicallyadds cost

21.

Project calendar This calendar shows when work is allowed on the project.Forexample, a project may require the project team to work nights andweekends so asnot to disturb the ongoing operations of the organization during workinghours. Inaddition, the project calendar accounts for holidays, working hours, and workshiftsthat the project will cover

22.

Resource calendar The resource calendar controls when resources, such asprojectteam members, consultants, and SMEs are available to work on the project.It takesinto account vacations, other commitments within the organization, orrestrictions oncontracted work, overtime issues, and so on

23.

Program Evaluation and Review Technique (PERT) uses a weighted average24.

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formula to predict the length of activities and the project. Specifically, PERTuses a'pessimistic,' 'optimistic,' and 'most likely' estimate to predict when theproject will becompletedThe critical path is the longest path to completion in the network diagram.25.Activities on the critical path have no float or slack.26.

Free float is the amount of time an activity can be delayed without affectingthe nextactivity's scheduled start date.

27.

Total float is the amount of time an activity can be delayed without affectingtheproject end date.

28.

Heuristic is simply a rule of thumb29.Crashing involves adding resources, which typically increases cost.30.Fast tracking adds risk as tasks are allowed to overlap31.Each resource in the project must be accounted for and assigned to a costcategory.Categories include the following:a. Labor costsb. Material costsc. Travel costsd. Suppliese. Hardware costsf. Software costsg. Special categories (inflation, cost reserve, and so on)

32.

There are three generally accepted categories of estimating accuracy:a. Rough order of magnitude This estimate is “rough” and is used during theInitiating processes and in top-down estimates. The range of variance for theestimate can be –25 percent to +75 percent.b. Budget estimate This estimate is also somewhat broad and is used earlyinthe planning processes and also in top-down estimates. The range ofvariancefor the estimate can be –10 percent to +25 percent.c. Definitive estimates This estimate type is one of the most accurate. It isusedlate in the planning processes and is associated with bottom-up estimating.Therange of variance for the estimate can be –5 percent to +10 percent.

33.

The opportunity cost is the amount of the project that was not chosen34.Quality is the sum of the characteristics of a product that allow it to meet thedemandsor expectations of the project

35.

Grade, according to the PMBOK, “is a category or rank given to entitieshaving thesame functional use but different technical characteristics.”For example, there are different grades of paint, different grades of metal,and evendifferent grades of travel.

36.

The design of experiments (DOE) approach relies on statistical what-ifscenarios to determine what variables within a project will result in the bestoutcome.

37.

Design of experiments is an analytical technique that identifies the elementsorvariables that will have the greatest effect on overall project outcomes

38.

There are five types of powers the project manager yields: (R F C E R)a. Rewardb. Formalc. Coercive (penalty) d. Experte. Referent

39.

Among the above powers Reward, Formal & Coercive (penalty) come withthe "Position"

40.

Expert & Reward are considered the best types of powers and Coercive(penalty) is "Least" for obvious reasons

41.

Seven reasons for conflict, in order of most common to least common:a. Schedulesb. Prioritiesc. Resources

42.

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d. Technical beliefse. Administrative policies and proceduresf. Costsg. Personalities

Five different approaches to conflict resolutiona. Problem solving (win - win) [BEST]b. Forcing (win - lose)c. Compromising (lose - lose)d. Smoothinge. WithdrawalNOTE: Forcing (win - lose) and Problem Solving (win - win) are the ONLYtwomodes that result in a RESOLUTION to the conflict.

43.

The halo effect is the promoting the person to manage projects since he/sheis good at a technology

44.

Confronting (Problem Solving) is the best problem-solving technique since itmeets the problem directly

45.

In a Weak Matrix structure, functional management will have more authoritythan theproject manager

46.

Within communicating there are five characteristics that affect the message:a. Paralingual: pitch, tone, and voice inflectionsb. Feedback: sender confirmation of the message by asking questions, for aresponse, or other confirmation signalsc. Active listening: receiver confirms message receiptd. Effective listening: receiver offers confirmation of the message, such asnoddingtheir head, asking questions, or other interactions.e. Nonverbal: facial expressions, hand gestures, and body language

47.

One of the first inputs to risk management is the project charter48.Historical information is always an excellent source of information for riskidentification

49.

Brainstorming is likely the most common approach to risk identification50.Force majeure is a powerful and unexpected event, such as a hurricane orotherdisaster

51.

Contracts are known by many names:a. Agreementb. Subcontractc. Purchase orderd. Memorandum of understanding

52.

All contracts in the United States are backed by the US court systems53.According to the Guide to the PMBOK, the project charter should bepublished by amanager external to the project but with sufficient power and authority tocarry it off.

54.

When a project is performed under contract, the contract can serve as theprojectcharter

55.

Cost reimbursable contracts are used when the degree of uncertainty is highand whenthe project requires a large investment prior to completion of the project

56.

The scope statement contains an exhaustive list of the project deliverables,theirrequirements, and measurable criteria used to determine project completion

57.

The scope statement is an output to the Scope Definition process and isused to createthe WBS

58.

Cause-and-effect diagrams, also called Ishikawa or fishbone diagrams, showtherelationship between the effects of quality problems and their causes

59.

The primary function of the Closing process is to formalize project completionanddisseminate this information to the project participants

60.

According to the Guide to the PMBOK, the project manager is identified andassignedas an output of the Initiation process. In practice, project managers are veryoftenassigned at the beginning of this process.

61.


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The work package level is the lowest level in the WBS. Time and costestimation iseasily determined at this level as are resource assignments. Quality controlmeasurements can be determined at this level as well.

62.

The code of accounts is assigned to the elements in the WBS63.

Each element in the WBS is assigned a unique identifier. These arecollectively knownas the code of accounts

64.

The Responsibility Assignment Matrix (RAM) links project roles andresponsibilities withproject activities

65.

The WBS is the deliverables-oriented hierarchy of project work.66.

The staffing management plan details how and when human resources willbe added toand taken off the project. It is an output of Organizational Planning

67.

Analogous estimating is not a qualitatively based technique. It is a top-downestimating technique that considers previous similar activities whencalculatingestimates

68.

Mandatory dependency, also known as hard logic. Mandatory dependenciesareinherent in the nature of the work

69.

Discretionary dependencies, also called preferred logic, preferential logic,and softlogic, are defined by the project management team

70.

"Best Practice” often refers to a specific sequence of work, described interms of “SoftLogic”. Sometimes "Experience" is also attributes to Soft Logic

71.

Finish to start is the most commonly used logical relationship in PDM andmost projectmanagement software packages

72.

There are three major documents and each has a specific purpose:a. Project Charter. Formally authorizes the project.b. Project Scope Statement. States what work is to be accomplished andwhatdeliverables need to be produced.c. Project Management Plan. States how the work will be performed

73.

Philip Crosby devised the zero defects theory, meaning do it right the firsttime. ProperQuality Planning leads to less rework and higher productivity

74.

According to Bruce Tuckmann, “Forming, Storming, Norming and Performing” are thestages of team development

75.

The performing stage is similar to Maslow’s self-actualization76.Myers Brigg’s theory states that “Sensing” and “Intuition” personality typesare relatedto “Information” preference in other words ‘Hard Data verses what might be’

77.

Juran = Fitness for use, conformance. Quality by design.78.Joseph M. Juran is noted for his fitness for use premise. Simply put, thismeans thestakeholders’ and customers’ expectations are met or exceeded.

79.

W. Edwards Deming suggested that as much as 85 percent of the cost ofquality is amanagement problem

80.

Shewhart = Plan-Do-Check-Act cycle.81.TQM = Quality must be managed in and must be a continuous process82.Six Sigma = Six Sigma is a measurement-based strategy; no more than 3.4defectsper million.

83.

Kaizen = Continuous improvement; improve quality of people first.84.

Continuous improvement = Watch continuously for ways to improve quality.85.Statement of work (SOW) comprises of86.

Business Need1.Product Scope Description and2.Strategic Plan3.

Conflict should be addressed early and usually in private, using a direct,collaborativeapproach

87.


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Organization, Environmental & external assumptions should be addressed bytheProject Charter

88.

WBS Dictionary” is a document which describes the details for eachcomponent in theWBS. It includes a breif description of the of the “Scope” or “Statement ofthe work” ,defined deliverables, a list of associated activities, and a list of milestones

89.

Project Manager must consider “cultural differences” while deciding uponrecongnization and rewards during team development.

90.

Technical inability and poor risk management by the contractor is mostly thereasonfor the project not to meet the customer expectations

91.

Critical Chain Project Management” is typically the “Management of Buffers”92.Critical Chain is another schedule network analysis technique that modifiesthe projectschedule to account for limited resources

93.

The Critical Chain method adds duration buffers that are non-work scheduleactivitiesto maintain focus on the planned activity durations

94.

Cost Of Quality (COQ) are the cost types in modern quality management95.

“Prevention Costs”,1.“appraisal costs” &2.“failure costs”3.

The key components of the communication model include:a. Encode.b. Message.c. Medium.d. Noise.e. Decode.

96.

Common formats for performance reports include97.Bar charts,1.S curves,2.Histograms, and3.Tables.4.

Face-to-face meetings are the most effective means for communicating andresolvingissues with stakeholders.

98.

Order of Magnitude estimates are also knows as conceptual, ballpark orpreliminaryestimates

99.

“Tight Matrix” is putting all project personnel together. Also referred as“collocated”

100.

Strategies for “Negative Risks or threats” (Avoid Transfer Mitigate)101.

Strategies for “Postive Risks or Opportunities” (Share Exploit Enhance)102.Common Strategy for both threats and opportunities is “Acceptance”103.

There are 3 stages of “reaction to stress” (Alarm, Resistance & Exhaustion)104.

Some of the traits/qualities exhibited by effective leaders are105.Flexibility,1.Ambition,2.Intelligence,3.Decisiveness,4.

Creativity,5.Persistence and6.Energy7.

Detailed Tasks are detailed in “Project Schedule”, which is part of ProjectPlanand note its NOT WBS. WBS is a “deliverable oriented document”

106.

An abnormal trend is formed when seven or more consecutive data pointsreflect asteadily increasing or decreasing pattern over time

107.

Scope Verification is concerned with the acceptance of deliverables108.Quality control is concerned with making sure the deliverables meet qualityrequirements. Quality Control is done first; both are Monitoring andControllingprocesses.

109.


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Quality Assurance (Executing) is focused on process: process analysis,quality audits,etc.

110.

Quality Control (Monitoring and Controlling) is focused on sampling results tosee ifthey meet quality standards

111.

Code of Accounts identifies WBS items; Chart of Accounts monitors projectcosts bycategory

112.

In decision tree, a circle is a chance113.

In Precedence Diagramming Method (PDM) or Activity on Node (AON)networkdiagrams, nodes are activities and arrows are dependencies

114.

In Arrow Diagramming Method (ADM) or Activity on Arrow (AOA) networkdiagrams,arrows are activities and nodes are dependencies

115.

Dummies are only used on ADM116.

ADM tasks can only have FS relationships117.PDM uses one time estimate to determine duration, while ADM can usemore than one time estimate.

118.

Scope Verification is done during Project monitoring and controlling BUTProductverification is done during the Project Closing

119.

Audits:o Quality Audit in Perform QA,o Risk Audit in Risk Monitoring and Control,o Inspections and Audits in Contract Administration,o Procurement Audits in Close Contracts

120.

The outputs of process groups are:o initiating: charter and preliminary scope statement;o planning: project management plan;o executing: work results;o monitoring: corrective actions;o closing: project product.

121.

Reporting formats:o Forecast Report (what is expected to happen on a project),o Progress Report (what happened since the last report),o Status Report (state of the project at the current time),o Earned Value Report (focuses on Earned Value Management),o Variance Report (what happened vs. what should have happened).

122.

Performance Reporting is a Controlling process. It creates PerformanceReports, whichare comparisons of performance to the performance baselines. These aretypicallydone in tabular or graphical format.

123.

Information Distribution is an Executing process. It creates OrganizationalProcessAssets such as project presentations, stakeholder notifications and statusreports.

124.

Develop Project Team is an Executing Process. It creates a TeamPerformanceAssessment, and helps you determine what additional training would bebeneficial.

125.

Manage Project Team is a Controlling Process. It creates input toperformanceappraisals as well as recommended changes, corrective actions andpreventativeactions.

126.

Scope Baseline includes127.Project Scope Statement,1.WBS, &2.

WBS Dictionary3.A large portion of the PM’s time while the work is being done is spentmeasuring andimplementing corrective actions

128.

Project Close Process includes creation of two procedureso Administrative closure procedure ando Contract closure procedureThe difference between the two is focus, formality and frequency.

129.


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Administrativeclosure focuses on closing the project or project phase whereas Contractclosurefocuses on closing a contract that is part of the projectContingency Reserve (Known Unknowns) is for the risks remaining after theRisk Response PlanningManagement Reserve (Unknown Unknows is any extra amount reserved tcover “unforeseen risks”Cost Baseline will include the Contingency ReserveCost Budget will include the Management Reserve

130.

Quality is defined as the degree to which the project fulfills requirement131.Quality MUST BE PLANNED IN AND NOT INSPECTED IN132.The Project Manager ultimately has the responsibility for the Product of theProject and

133.

Senior Management is responsible for the Quality of entire Organization134.

Cost of Nonconformance is greater than the cost of conformance135.Most projects will fit one of the six needs and demandso Market demando Business needo Customer requesto Technological advanceo Legal requiremento Social need

136.

The project charter (which is an output of the Develop the Project Charterprocess) is thewritten acknowledgment that the project exists. The project charter namesthe projectmanager and gives that person the authority to assign organizationalresources to theproject

137.

Net present value (NPV) assumes reinvestment is made at the cost of capital138.IRR assumes reinvestment at the IRR rate and is the discount rate whenNPV is equal tozero

139.

Payback period does not consider the time value of money and is thereforethe leastprecise of all the cash flow analysis techniques

140.

Preliminary project scope statement describes the objectives of the projectand the high level requirements needed to satisfy stakeholder expectations

141.

The PMIS in the Develop Project Management Plan process includes asubsystem called theconfiguration management system

142.

Change control system, which is a subsystem of the configurationmanagement system

143.

Stakeholder analysis is a tool and technique of Scope Definition used todetermine anddocument the needs, wants, and expectations of stakeholders and prioritizeand quantifythose needs into project requirements

144.

The purpose of the project scope statement is to document the projectobjectives,deliverables, and requirements so that they can be used to direct the projectteam’s workand as a basis for future project decisions

145.

The scope statement further elaborates the project objectives, deliverables,requirements,and constraints and assumptions defined in the preliminary scope statement.It serves as a basis for future project decisions

146.

Alternatives identification is a tool and technique of the Scope Definitionprocess thatincludes brainstorming and lateral thinking techniques

147.

Poor scope definition might lead to cost increases, rework, schedule delays,and poormorale

148.

According to the PMBOK Guide, functionality and specific conditions thatmust be met inorder to satisfy the project, contract, standard, or specification describe thecriteria forrequirements, not objectives

149.


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Product analysis (TT Scope Definition) includes techniques such as valueengineering, value analysis, systems analysis, systems engineering, productbreakdown, and functionalanalysis

150.

The product scope description can be used as an input to the ScopeDefinition processwhen the project charter and/or preliminary project scope statement aremissing

151.

The lowest level of any WBS is called the work package level152.For the exam, remember that the key to DOE is that it equips you with astatisticalframework that allows you to change the variables that have the greatesteffect on overallproject outcomes at once instead of changing one variable at a time.

153.

Quality checklists are an output of the Quality Planning process, andchecklist analysis is atool and technique of the Risk Identification process

154.

Cost-benefit analysis considers trade-offs in the Quality Planning process155.Benchmarking compares previous similar activities to the current projectactivities toprovide a standard to measure performance against.

156.

Failure costs; is also known as the cost of poor quality. Failure costs includeboth internal and external costs.Internal failure costs are costs associated with not meeting the customer’sexpectationswhile you still had control over the product. This results in rework, scrapping,anddowntime.

157.

The process improvement plan is a subsidiary plan of the projectmanagement plan andtargets inefficiencies in a process or activity. The quality baseline is used todocument thequality objectives of the project and is used as a basis for future Qualityprocesses

158.

The WBS dictionary should be documented with the code of accountidentifier, an SOW, the responsible organization, and a milestone schedulefor the WBS components

159.

Design of experiments is a tool and technique of the Quality Planning processthat provides statistical analysis for changing key product or processelements all at once (not one at a time) to optimize the process

160.

According to the PMBOK Guide, the risk management plan should includethe followingelements:o Methodologyo Roles and responsibilitieso Budgetingo Timingo Risk categorieso Definitions of risk probability and impacto Probability and impact matrixo Revised stakeholder toleranceso Reporting formatso Tracking

161.

The output of the Risk Identification process is the risk register. The riskregister containsthe following elements:o List of identified riskso List of potential responseso Root causes of riskso Updated risk categories

162.

Risk urgency assessment is a tool and technique of Qualitative Risk Analysisprocess

163.

Qualitative Risk Analysis is a fast and easy method of determining probabilityand impact

164.

The risk management plan details how risk management processes will beimplemented,monitored, and controlled throughout the life of the project.

165.

The risk management plan does not include responses to risks or triggers.Responses torisks are documented in the risk register as part of the Risk Response

166.


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Planning process

The information-gathering techniques in the Risk Identification process areo brainstorming,o the Delphi technique,o interviewing,o root cause identification, ando SWOT analysis.

167.

Quantitative Risk Analysis analyzes the probability of risks and theirconsequences using anumerical rating

168.

Monte Carlo analysis is a simulation technique & not a Modeling technique169.When the question describes sensitivity analysis, which is a tool andtechnique of theQuantitative Risk Analysis process. Tornado diagrams are often used todisplay sensitivityanalysis data

170.

The simplest form of “Risk Analysis” is “Sensitivity Analysis”171.Following options are diagramming techniques of the Risk Identificationprocesso Ishikawa diagramo Process flowcharto Influence diagram

172.

Passive acceptance is when the team has decided to take no action andmake no plans forthe risk. This is a strategy that can be used for either positive or negativerisks.

173.

The PMBOK Guide divides contracts into three categories:o Fixed price or lump sum (biggest risk is borne by the seller & good whenoriginal scope is well defined)o Cost reimbursable (biggest risk is borne by the buyer)o Time and materials (T&M)

174.

The three outputs of the Plan Contracting process areo procurement documents (request for proposal (RFP), request forinformation(RFI), invitation for bid (IFB), request for quotation (RFQ)),o evaluation criteria,ando contract statement of work updates.

175.

Understand the difference between bid and/or quotation and proposal for theexam. Bids or quotations are used when price is the only deciding factoramong bidders. Proposals areused when there are considerations other than price

176.

A contract statement of work (SOW) contains the details of the procurementitem in clear,concise terms. It includes the following elements:o The project objectiveso A description of the work of the project and any post project operationalsupport neededo Concise specifications of the product or services requiredo The project schedule, time period of services, and work location

177.

According to the PMBOK Guide, using templates and checklists is one wayto ensure thatyou don’t miss any key responsibilities when planning the project and will helpreduce theamount of time spent on project planning

178.

According to the PMBOK Guide, the RAM (Responsibility Assignment Matrix)relates theOBS to the WBS to assure that every component of the work of the projectis assigned toan individual.

179.

The letters in the acronym RACI (sample portion of a type of RAM) are thedesignations areo R = Responsible for performing the worko A = Accountable, the one who is responsible for producing the deliverableorwork package and approves or signs off on the worko C = Consult, someone who has input to the work or decisionso I = Inform, someone who must be informed of the decisions or results

180.

The RAM and RACI charts are tools and techniques of Human ResourcePlanning process

181.

Standard forms are a tool and technique of the Plan Contracting process.182.


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Standard formscan be nondisclosure agreements, standardized contracts, and so on.

Plan Purchases and Acquisitions can directly influence the project schedule,and the project schedule can directly influence this process

183.

Resource availability is an output of the Acquire Project Team and SelectSeller processes

184.

For the exam, remember that resource availability isn’t determined until theExecutingstage and becomes an input to the Activity Resource Estimating process

185.

Remember that you cannot perform Schedule Development until you havecompleted allthe following processes of project Planning: Scope Planning, ScopeDefinition, Create WBS,Risk Identification, Risk Response Planning, Plan Purchases andAcquisitions, ActivityResource Estimating, Activity Definition, Activity Sequencing, and ActivityDurationEstimating

186.

Schedule Development has 10 tools and techniques:o Schedule network analysis (produces the project schedule)o Critical path method ()o Schedule compressiono What-if scenario analysiso Resource levelingo Critical chain methodo Project management softwareo Applying calendarso Adjusting leads and lagso Schedule model

187.

The higher the standard deviation is for an activity, the higher the risk. Sincestandarddeviation measures the difference between the pessimistic and the optimistictimes, agreater spread between the two, which results in a higher number, indicatesa greater risk.Conversely, a low standard deviation means less risk

188.

Monte Carlo is a simulation technique that shows the probability of all thepossible projectcompletion dates

189.

Monte Carlo analysis can be used in the Schedule Development process todeterminemultiple, probable project durations

190.

Resource leveling can cause the original critical path to change.191.

CPM manages the total float of schedule networks paths, whereas criticalchain managesbuffer activity durations and resources

192.

Cost aggregation (TT of Cost Budgeting) is the process of tallying theschedule activity cost estimates at the work package level and then totalingthe work package levels to higher level WBS component levels

193.

Funding limit reconciliation (TT of Cost Budgeting) involves reconciling theamount of funds spent with the amount of funds budgeted for the project

194.

Cost baselines are displayed as an S curve.195.The primary output of Cost Estimating is activity cost estimates196.Parametric estimating multiplies a known element—such as the quantity ofmaterialsneeded—by the time it takes to install or complete one unit of materials. Theresult is atotal estimate for the activity

197.

The project schedule determines the start and ending dates of activities,determines floattimes, generally shows resource assignments, and details the activitysequences anddurations.

198.

Motivation can be extrinsic or intrinsic.o Extrinsic motivators are material rewards and might include bonuses, theuseof a company car, stock options, gift certificates, training opportunities, extratime off, and so ono Intrinsic motivators are specific to the individual. Some people are justnaturally driven to achieve—it’s part of their nature

199.


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The introduction of a new team member will start the formation anddevelopment of theteam all over again with the forming stage

200.

Teams in the norming stage of Develop Project Team exhibit affection andfamiliarity withone another and make joint decisions

201.

Request Seller Responses obtains bids and proposals from vendors.202.

Select Sellers is the receipt of bids and proposals and the selection of avendor

203.

Independent estimates (TT of Select Sellers), also called should costestimates, are a wayto check proposed pricing

204.

Fait accompli is a tactic used during contract negotiations where one partyconvinces theother that the particular issue is no longer relevant or cannot be changed

205.

The process analysis technique (TT of Perform Quality Assurance process)includes rootcause analysis to analyze a problem and solution and to create preventiveactions

206.

You are preparing project performance appraisals and have decided you’dlike each teammember to get feedback regarding their performance from several sources,includingpeers, superiors, and subordinates. This is called 360-degree feedback andis part of theproject performance appraisals tool and technique of the Manage ProjectTeam process.

207.

Understand for the exam that configuration management involveso identifying the physical characteristics of the product, service, or result oftheproject (or its individual components);o controlling changes to those characteristics; ando Documenting changes to verify that requirements are met.o It also includes the change management system ando documents the process for requesting, tracking, and determining whetherchange requests should be approved or denied.

208.

Activities associated with configuration change management in the IntegratedChangeControl processo Configuration identificationo Configuration status accounting ando Configuration verification and auditing

209.

Integrated Change Control, Schedule Control, and Cost Control are allconcerned withthree issues:o influencing the things that cause change,o determining that change is needed or has happened,o and managing the change

210.

Change control systems are documented procedures that describeo How to submit change requests.o They track the status of the change requests,o document the management impacts of change,o track the change approval status, ando define the level of authority needed to approve changes.

211.

Change control systems do not approve or deny the changes—that’s theresponsibility of the configuration control board (CCB)

212.

The configuration control board (CCB) has the authority to approve or denychangerequests. Their authority is defined and outlined by the organization

213.

“Recommended” corrective action is an output of several of the changecontrol processes,including Scope Change Control, Schedule Control, Cost Control, RiskMonitoring andControl, and Perform Quality Control.

214.

“Approved” corrective action is an output of the Integrated Change Controlprocess.Remember that Integrated Change Control is where all change requests areprocessed andeither approved or denied.

215.

Also note that corrective action is an output of the Monitoring and Controlling216.


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processesand an input to the Executing processes

Cost variances (both positive and negative) are calculated using aperformancemeasurement analysis tool (specifically earned value techniques)

217.

EVT (earned value techniques) compares what you’ve received or producedto what you’vespent.

218.

Workarounds are unplanned responses. Workarounds deal with negative riskevents asthey occur.

219.

Schedule variances will sometimes—but not always—impact the schedule.Changes tononcritical path tasks will not likely impact the schedule, but changes tocritical path taskswill always impact the schedule

220.

Budget updates might require cost rebaselining221.You can remember the difference between Scope Verification and PerformQuality Control this way:o Scope Verification = accepting work resultso Perform Quality Control = checking for correct work results (assuring thatthequality requirements are met)

222.

Projects come to an end for several reasons:o They’re completed successfully.o They’re canceled or killed prior to completion.o They evolve into ongoing operations and no longer exist as projects.

223.

Four formal types of project endings exist that you might need to know forthe exam:o Additiono Starvationo Integrationo Extinction

224.

For the exam, remember that product verification performed during theClosing processesdetermines whether all of the work of the project was completed correctlyaccording to thecontract terms and satisfactorily according to stakeholder expectations,whereas productdocumentation is verified and accepted during the Scope Verificationprocess. One morenote: when projects end prematurely, the Scope Verification process iswhere the level ofdetail concerning the amount of work completed gets documented.

225.

Contract documentation is an input to both the Close Project and ContractClosure processes

226.

Note PMI defines “Scope Statement” as the basis for making future projectdecisions and for confirming or developing common understanding of projectscope among projectstakeholders.

227.

Scope Verificationo Verified work results

228.

Perform Quality Controlo Assured quality requirements were met

229.

Close Projecto Product verification (work was correct and satisfactory)o Collecting project documentso Disseminating final acceptance noticeo Documenting lessons learnedo Archiving project records

230.

Contract Closureo Product verification (work was correct and satisfactory)o Formal acceptance and closure

231.

WBS element changes are scope changes. Schedule revisions are oftenrequired as a result of scope changes.

232.

Close Project and Contract Closure are the processes in the Closing processgroup and areperformed in that order

233.

The work performance information is reviewed to determine the status ofproject activities

234.


14 of 29 6/18/2011 3:03 PM

and make certain the project goals and objectives are met. This is an input tothe CloseProject processAccording to the PMBOK Guide, the procurement audit examines theprocurement processfrom Procurement Planning through Contract Administration

235.

Integrity means adhering to an ethical standard236.

Hammocks are summary-level activities or aggregate activities shown as asummary activity on a project schedule network diagram.

237.

Contract Negotiation has “5’ Sequential steps (Note Agreement is AFTERClosure)o Protocolo Probingo Scratch Bargainingo Closure ando Agreement

238.

The Primary Objective of establishing a Quality Assurance Process is “ForQualityImprovement”

239.

“Quality Function Deployment Process” identifies what the customer’s needsare(Spoken/unspoken words) and translates those needs into technicalrequirements. Appropriate for each stage of the product development lifecycle

240.

Decision Tree is a diagram that describes a decision under consideration andthe implications of choosing one of the alternatives

241.

The Project Charter provides theo high level requirements,o constraints,o assumptions,o stakeholders ando the measures of success.

242.

Based on this information, or the lack of it, the Charter is an excellent sourceto start toidentify the Project Risks

243.

9 ‘bilities’ (A MAP FOR US)Maintainability: The ability of a unit to be restored within a specified time toitsperformance capability under the environmental operating conditions within aspecified, average period of timeUsability: is the ability of a product to perform its intended function for thespecifieduser under the prescribed conditionsReliability: is the degree to which a unit of equipment performs its intendedfunctionunder specific conditions for specified period of timeAvailability: is the probability of the product being capable of performing arequiredfunction when called upon

244.

Activity Resource Estimating involves determining what physical resources(People,Equipment, etc) and what quantities should be used and when they would beneeded toperform project activities

245.

Physical limitations are an attribute of “Mandatory Dependencies”246.A Project Phase is “Marked by the completion of one or more deliverables”247.A “Product Description” should define the relationship between the productthat is beingcreated and the business need

248.

Contingency Plans can be best described as “Planned responses to RiskEvents”

249.

Staff assignments and resource availability are the outputs of “Acquire theProject Team”Process

250.

Complex and large projects would be more effectively managed in “Strong”and ‘Projectized” Structure

251.

If Changes are well defined, its Fixed Price Contract but if they are not thenits T & M

252.

Contract Management Plan is an OUTPUT to “Select Seller Process”253.


15 of 29 6/18/2011 3:03 PM

Punitive Damages are the damages intended to punish the wrong doer254.

“Utility Theory” considers the pains or tolerance level a stakeholder has torisk

255.

There are three key components to a Risko Risk Event (The Event)o Probability of the Evento Impact or Effects of the Event (Amount at Stake)

256.

Delhi technique is a “Consensus Technique”257.Residual Risk are those that “Remain” after Risk Responses have beentaken

258.

Inputs to Performance Reporting areo Work Performance Informationo Performance Measurementso Forecasted Completiono QC Measuremento Project Plano Approved Change Requests ando Deliverables

259.

Interpersonal communication takes three formso Verbalo Non-verbal ando Written

260.

When distributing information, the total message impact from the sender is261.7% words ,1.38% vocal tones and2.

55% body language3.A ‘Planning Package” is a WBS component below the control account butabove the workpackage. It is used for planning unknown work content that does not havedetailed schedule activities

262.

There are two types of “Decision Models” that can be used for ProjectSelection during the initiation Processo Comparative (Benefit measurement Rating) Modelso Constrained (Mathematical Decision Models)

263.

Comparative (Benefit measurement Rating) Modelso Decision Treeo Criteria Profilingo Weighted Factoro Q-Sortingo Delphi Technique

264.

Constrained (Mathematical Decision Models)o Logical Framework Analysiso Linear Program Programming

265.

The “Control Points” in the WBS used for isolated assignment to workcenters are referred to as the “Control Account Plan”

266.

Control account Plan (CAP) is a management control point where theintegration of scope,budget and schedule take place and where the measurement of performancetakes place.These CAPS are placed at the selected management points in the WBS.

267.

Cost Estimates include All Resources to be charged to the Project268.A Control Account is a management control point that can be placed atselected management points of the WBS above the Work Package Level

269.

To convey information between two or more parties, the communicationprocess must have a medium. The three most common media areo Visualo Auditory ando Tactile

270.

Four steps of performing RCA (Root Cause Analysis) areo Data Collectiono Casual Factor Chartingo Root Cause Identificationo Recommendation Generating and Implementation

271.

Scatter Diagrams are used to investigate the possible relationship betweentwo variables that both relate to the same “EVENT”

272.

BCR (Benefit Cost Ratio) compares the benefits to the costs of the projectwhere the Benefits are the same as Revenues or often referred to as the“Payback period”

273.

Project performance is impacted by Four Basic Cultures274.


16 of 29 6/18/2011 3:03 PM

o Worldo Nationalo Business ando LeadershipWhen one considers their Culture to be superior, they are called“Ethnocentric”

275.

Use of personal space during social interaction is known as “Proxemics”276.

Risk is the notion of dealing with “Uncertainty”o Knows at the extreme end of the Uncertainty Spectrum will definitely affectyou,although you have no control over themo Knows-Unknowns are items that will affect you although you are not able topredicthow or how much they will effect youo Unknown – Unknowns are items or situations whose existence we cannotimagine(Who knows?)

277.

A Records Management Systems is a specific set of processes, relatedcontrol functions and automation tools used by the PM to manage contractdocumentation and records. Its the TT of Contract Administration Process

278.

Parametric (Top – Down) uses historical data and statistical relationships todetermine costs

279.

Constructive team roles include Initiators, Information seekers, Informationgivers,Encouragers, Clarifiers, Harmonizers, Summarizers and Gate Keepers

280.

Destructive team roles include Aggressor, Withdrawer, Blocker, Devil’sadvocate, Recognizer, Topic Jumper and Dominator

281.

“To Complete Performance Indicator” (TCPI) determines the costperformance efficiencyrequired to complete the project within the original budget (BAC) or revisedbudget (EAC);

282.

TCPI > 1 is NOT good; To calculate TCPI, take the value of the workremaining over the value of funds remaining

283.

“Eustress” is a stress that will motivate and contribute to an increase inperformance

284.

Quantitative based durations (Parametric technique) multiply a knownelement, like lines of code required by the time it takes to develop one line ofcode. The result is the total estimate for the activity

285.

Quality Metrics are the Outputs of Quality Planning. It is an operationdefinition that describes “what” something is and “how” it will be measured invery specific terms

286.

Straight-line depreciation is the simplest method of depreciating an asset andis frequently utilized on a project to determine its economic feasibility.Straight-line depreciation is a method that divides an asset’s cost and itsexpected salvage value by its expected utilization period

287.

Performance Reporting is an INPUT to all “Control” Process (Except QualityControl)

288.

Decision Trees are considered Quantitative while Influence diagram areconsideredQualitative.

289.

Influence diagram shows the dependencies among the variables more clearlythan thedecision tree

290.

A “Bill of Material” (BOM) describes the product in terms of its assemblies,sub-assembliesand basic parts

291.

Allowing “Automatic Approval” of changes is a function of the Change ControlSystem andNOT Configuration Management

292.

Contingency Plan document outlines the actions to be taken if an identifiedrisk event should occur

293.

Variable and attribute sampling are forms of acceptance sampling.Variable sampling evaluates a characteristic measured on a numerical scaleAttribute sampling tests for defective or non defective

294.

Parametric Modeling applies to only Project with Similar characteristics295.The point of total assumption (PTA) is a price determined by a fixed priceplus incentive fee contract (FPIF) above which the seller bears all the loss ofa cost overrun. It is also known as the "most pessimistic cost

296.

Variance analysis involves comparing actual project results to planned or297.


17 of 29 6/18/2011 3:03 PM

Posted by Sridhar Peddisetty at 7:43 PM Labels: PMBOK, PMI, PMP, PMP Certification, PMP Notes, Project, Project Management, ProjectManagement Professional, Project Manager

expected results

Trend analysis involves examining project results over time to determine ifperformance isimproving

298.

71 comments:DeJaVu said...

thanks Sridhar for putting this together, I will for sure look at before my exam.

bye

June 5, 2008 10:38 AM

Sridhar Peddisetty said...

Thank you Dejavu for stopping by and I am glad that you find the notes useful. Iwish you all the best for your exam and hope to hear your success story soon.

-ThanksSridhar

June 9, 2008 7:45 PM

Ramesh said...

Thanks Sridhar for putting it together. This would relaly help in recappingbefore the exam

June 10, 2008 5:00 AM


Thanks Ramesh. All the best for your PMP Exam and do let me know if youwould need any inputs from me.

-ThanksSridhar

June 12, 2008 12:14 PM

Sarwat A. said...

Hi Sridhar (young man),Thanks for putting this stuff on the domain which is accessible by the publicand thanks again for putting it for free...this can be an asset for us whichpreparing for PMP exam. Inshallah i will be attempting the exam in 2nd week ofAug, 2008. one small question ? do you know that PMI is going to upgrade thePMBOK and PMP exam patern? anyone has any news on this?

July 9, 2008 9:12 PM

Samantha said...

HiThanks for your notes, I found them really useful during my preparation and asa last read before the exam. I have mentioned you and your notes in my LL onthe PMHub forum, hope it is ok(http://forums.pmhub.net/viewtopic.php?t=13897&sid=e1220a5c4cca8f7fdfa00ecd3617ddca)thanks againSamu

July 11, 2008 3:27 AM


Samu

Congrats for passing the exam and I am glad that my notes were helpful. Intendof sharing the notes have been vindicated by your compliments in PMHUBForum. Appreciate it.


18 of 29 6/18/2011 3:03 PM

-Sridhar

July 13, 2008 9:41 PM


Sarwat

I hope I got your name correct. I do not believe that PMBOK is changing beforethe end of 2008 and we still have enough time. I would suggest that you givethe exam as planned in August and I wish you all the best. Let me know if youhave further questions from me.

-Sridhar

July 13, 2008 9:44 PM

Mamta Kanungo said...

Hi Sridhar,

Thanks ton! for sharing your hardwork - knowledge and help whole new PMP'scommunity :)

Take Care,Mamta

July 13, 2008 11:22 PM


MamtaThank you for stopping by and I appreciate your kind words. I am glad that mynotes are found to be useful for PMP aspirants

-Sridhar

July 14, 2008 12:40 AM

P N said...

Thanks Sridhar.....

Your notes are really a wonderful source.....Your work is very well appreciated.

July 17, 2008 9:31 PM

vadhiya said...

Had as issue with item#33.PMBOK states that the range for ROM estimates is -50 to +100% (Pg. 161).Can you please verify.

Thanks.

July 25, 2008 7:27 AM


Vadhiya

I agree that ROM estimate is mentioned differently at PMBOK and otherplaces. ROM estimates are between -50% to +100% of actual; later estimatesare between -10% and +15%. These are PMBOK definitions; other sourcesuse the following definitions: order of magnitude (-25% to +75%), preliminaryestimate (-15% to +50%), budget estimate (-10% to +25%), definitive estimate(-5% to +10%).

I am sure that from an exam point of view you need not have to make a difficultchoice on this. Your options would either have a range -50% to +100% or -25%to +75%. During my experience of solving various sample questions & actualexam I did not get any choice where *both* were given. So safer way is to keepboth options in mind and practically keep in mind that ROM estimate is done ona very broader level and usually used when you are in a blind spot or to put itplainly, you do not have much historical data or specific inputs to estimate andyou cannot give a ballpark estimate.Hope this helps

-Sridhar

July 25, 2008 8:50 AM


19 of 29 6/18/2011 3:03 PM

Mapless said...

Sridhar, I passed the exam :) you've been mentiond in my post http://mapless-stars.blogspot.com/2008/08/passing-pmp-in-20-days-of-complete.html

August 4, 2008 8:29 AM


Mais

That is great news. Congratulations and we are very happy for you. Moreheartening is to know that my notes were helpful in a way and I guess my intentof sharing them are vindicated.Thank you for your kind words about my effort in your blog http://mapless-stars.blogspot.com/2008/08/passing-pmp-in-20-days-of-complete.html . Iappreciate that.All the very best for your future endeavors Mais.

-Sridhar

August 4, 2008 11:03 AM

girish said...

dear sridhar, thank you very much for the notes.I am grateful to you for the kindhelp

September 25, 2008 10:38 AM


You are more than welcome Girish and all the very best for your PMP Exam

-Sridhar


Milind said...

Dear Sridhar ,Happy New Year 2009 to you . Thank you very much for sucha nice collectionof notes for PMP ...I cleared the PMP on 30th Dec and want to extend my heartfelt gratitude to you for these nutsheel revision..its really a great collection..thanks very much .

December 31, 2008 9:17 PM


Dear Milind

Wish you a very Happy and Prosperous New Year 2009. I am very happy thatmy notes helped and I wish you all the very best for all your future endeavors. Ifyou would like we can be in touch through LinkedIn (http://www.linkedin.com/in/sridharpeddisetty). You can send an invite to [email protected]

January 4, 2009 3:47 AM

Maruti2Ferrari said...

Thanks Thanks Thanks Sridhar --- I just got my PMP. I revised every word inthis blog in the morning before leaving for the exam -- it was extremely helpful.Superb notes bro - U ROCK!!

can we get in touch at LinkedIn??

January 5, 2009 3:31 AM


Maruti

I am glad that things worked out as planned for you and congratulations foryour new professional certfication. You can certainly send me an invite toabove mail id and we can stay in touch in LinkedIn.Take care and all the best to you-Sridhar

January 5, 2009 4:03 PM


20 of 29 6/18/2011 3:03 PM

Shallender said...

Hi Sridhar,

I have been browsing web from last 6 weeks to find a summary of all the thingsmentioned in PMBOK.

This is the best I got it . I sincerely thank you for sharing this knowledgebank.

Shallender

January 6, 2009 10:33 PM


ShallenderWishing you all the best for your exam.

-Sridhar

January 7, 2009 7:40 AM

Vivek said...

Hi Sridhar,

I passed my PMP exam yesterday. I really want to thank you for sharing yourPMP Notes. It is an excellent set of notes to have a quick glance on the daybefore the exam. And it covers almost all the PMP topics that I came acrosswhile preparing for the exam.

Thanks once again.

RegardsVivek

April 28, 2009 11:22 AM


Congratulations Vivek for your new acquired professional certification. I amglad that you found my notes useful.All the best for your future endeavors.

April 28, 2009 12:25 PM

Arun said...

Dear Sridhar,

I am glad to inform you that I passed my PMP exam yesterday. Thanks for yourbeautiful notes it worked like charm for formatting my brain a couple of daysbefore the final assault. Simply fantabulous and magnificient to see proficient inplanning/executing/m&c and mod proficient in ethics/closing/initiation. I owe mysuccess and scores to your helpful notes. I will spread the word about yourhelpful notes to the rest of the community. Thanks again......

May 6, 2009 10:16 PM

Arun said...

Hi Sridhar,

I am glad to announce that I passed my PMP exam yesterday.I owe my successto you for putting up such beautiful condensed notes and formulas, whichhelped me immensly in my preparation and worked like charm for formating mybrain before the final assault. I scored proficient in Planning/exec/m&C andmod.proficient in ethics/closing/initiation. I owe my success to your notes.Thanks for your cotribution to help the PMP community. Three Cheers to youagain....Thanks.

May 6, 2009 10:27 PM

Arun said...

Hi Sridhar,

I am glad to announce that I passed my PMP exam yesterday.I owe my successto you for putting up such beautiful condensed notes and formulas, whichhelped me immensly in my preparation and worked like charm for formating my


21 of 29 6/18/2011 3:03 PM

brain before the final assault. I scored proficient in Planning/exec/m&C andmod.proficient in ethics/closing/initiation. I owe my success to your notes.Thanks for your cotribution to help the PMP community. Three Cheers to youagain....Thanks.

May 6, 2009 10:29 PM


Congratulations Arun for your new professional certification. I am glad that mynotes were helpful in a way. Wishing you many more successes and happinessin life

-Sridhar

May 7, 2009 7:43 AM

JohnV said...

Hi Sridhar,

Your notes are really good. I am just starting preparing for the exam and feelthat not only for the last minute brushing, even to start, the notes are good.

I have a doubt/query, I would be appearing for the exam much after June 30th,2009; which means that PMBok 4th version would be applicable.

Your notes are based on PMBok 3rd edition, would these be useful even forthe 4th edition ?

ThanksVikas

June 17, 2009 2:46 PM


Vikas

Honestly I do not know how much it changed in PMBOK 4th Edition but whatever I have read and understood about the change, then most of the points inmy notes should still be applicable.A complete list of changes can be found in Appendix A of the Fourth Edition.

And this site http://www.hau.gr/resources/coe_site/faq-pmbok_r_guide--fourthedition.pdf gave me following details

The major differences between the Third Edition and the Fourth Edition aresummarizedbelow:

• All process names are in a verb-noun format• Enterprise Environmental Factors were more clearly defined to avoidconfusion withOrganizational Process Assets.• A standard approach for discussing requested changes, preventive actions,corrective actions and defect repairs was employed.• The processes decreased from 44 to 42. Two processes were deleted, twoprocesses were added and 6 processes were reconfigured into 4 processes intheprocurement Knowledge Area.• To provide clarity a distinction was made between the project managementplan andproject documents used to manage the project.• The distinction between the information in the Project Charter and the ProjectScopeStatement was clarified.• The process flow diagrams at the beginning of chapters 4-12 have beendeleted andreplaced with data flow diagrams.• A data flow diagram for each process has been created.• A new appendix was added that addresses key interpersonal skills that aprojectmanager utilizes when managing a project.

You can find lot of links by googling but for your sake below ones might help

http://www.pmointernational.com/sitebuildercontent/sitebuilderfiles/PMBOK_4th_Edition_Changes_To_3rd_Edition_082308.pdf

http://www.projectsmart.co.uk/pmbok-guide-fourth-edition-changes-chapter-


22 of 29 6/18/2011 3:03 PM

by-chapter.html

June 17, 2009 3:05 PM

Adie said...

The blog is so informative and good explanation about the PMP and ProjectManagement.

PMP Certification, PMP Exam Preparation, PMP Courses, PMP ExamSimulation Software

July 30, 2009 6:25 AM

Mian said...

Hi Sridhar,Whoever you are, you are a genious. Honestly I have never seen suchdedicated work.I am really impressed and I will try to create such notes based on PMBOK4 andwill upload on your Blog.God Bless You..You should me a new way of learning and collecting notes.

Kind regards,Amir



Wow thanks Amir. You really made it sound like I did a big deal where as I havenot. I just thought of sharing with our community what ever I have learned fromothers and that is "Art of sharing!". I am a strong believer in the fact that 'themore you share, the more you gain'. So by sharing this post I actually didmyself a favor.

September 11, 2009 1:01 PM

RIshi said...

No. 233

How can Project Closure happen before Contract Closure ?

i think we need proj. management processes and resources to perform contractclosure, so Project Closure should be the Last process after Contract Closure.Can you please eloborate on this ?Regards,Rishi

November 11, 2009 9:01 AM


RishiThats a good question. I am sharing http://forums.pmhub.net/viewtopic.php?f=50&t=14681, which clearly states with an example question

our point of sale upgrade project is almost complete. You have outsourced theremote installation to three different companies to complete. As the projectcloses down, what will be done first?

(a) Contract Closure(b) Assignment of contracts for the next phase(c) Release of resources(d) Closing the project (Correct)

Explanation: Closing the project happens before contract closure. Release ofresources is part of Closing the project. The other answer is noise.

According to me Contract closure will happen first and then Project closure willhappen as in project closure we need to archive all the documents includingcontract closure documents and then release the team. So According to me Ashould be the right answer

Also another useful explanation is shared inhttp://www.project-management-knowledge.com/definitions/c/contract-closure/which explains that the term contract closure refers to the process ofcompleting all tasks and terms that are mentioned as deliverable and


23 of 29 6/18/2011 3:03 PM

outstanding onthe initial drafting of the contract, In order for a contract to beultimately and conclusively closed, the seller must have completed allcomponents of his deliverables. So all formalities related to project closuremust be fulfilled BEFORE contract closure because once contract closure isdone, one cannot get back to documentation and other logistics for ProjectClosure. Hope this helps

November 11, 2009 10:32 AM

salman said...

Dear Sridhar,

Are the points and descriptions given are fro PMBOK 4 or they stand only forPMBOK 3?Please clarify.

BR//

Moin

November 30, 2009 10:55 PM


MoinPlease refer to my earlier comment replaying to Vikas

December 1, 2009 7:42 AM

salman said...

Thanks Sri,

I hope to break the Jinx and pass out.All your notes are handy and will be usefull always.

BR//

Moin.



I wish you all the best Moin and I am sure you will do well.


VIZARD said...

Hi Sridhar,

I passed my PMP yday and I owe to your blog a lot. If its not for yourblog I am 100% sure this wouldn't have be achieved. I wish to contributesome more points to this extensive list you have prepared. Soon I willget in touch with in this regard.

Thanks for your everything,Vineel..!

December 3, 2009 5:10 AM


Vineel

Heartiest Congratulations for your new credentials. I appreciate you attributingsome success to what I shared. Even though I know its generous of you to saybut hearing such comments make me feel vindicated for sharing the knowledgethat I gained. Feel free to add from your end and I am sure everyone wouldappreciate that. Wishing you all success and happiness.


Parimal said...

Hi Sridhar,

Do you have any notes/spreadsheet that will help to know and learn ITTO inbeter and faster way?


24 of 29 6/18/2011 3:03 PM

Thanks for all your PMP posts. They are really helpful.

regards,

PN

January 29, 2010 1:44 PM


Parimal,

There are many tricks and tips shared by others to learn ITTOs fast. Simplygoogling will get you many hits. I learned ITTOs by relating with a project andin case when an ITTO was not applicable, created an virtual phase in theproject.

January 30, 2010 6:21 PM


I am consolidating links of where the comparisons between PMBOK 3rd editionvs PMBOK 4th are shared

1. http://www.pmhub.net/wp/2009/06/summary-of-pmbok-3rd-edition-vs-pmbok-4th-edition/

2. https://11concepts.com/index.php?option=com_content&view=article&id=79&Itemid=118

And there is a free webinar offered by IILhttp://www2.iil.com/iilwebinars.net/

February 22, 2010 12:20 PM

k k said...

Sridhar,Firstly thanks much for sharing your ideas and notes with the community. I findyou notes very helpful. I am a newbie to the PMP and just started getting tomore abt PMP Certification. would you be able to suggest on how to get startedwith the process.Thanks in advance and great going.

March 4, 2010 8:55 AM


KK,I am glad that you find notes useful. Regarding giving you inputs on PMP, Iwould first need to know little more about your background and how much youunderstand about PMP. It would be easier for me to help if I already understandwhether you have gone through PMI.org to read about PMP, qualifications,screening process, exam, post pmp, etc.

March 4, 2010 11:28 AM

Anita said...

My PMI registration is about to expire in two months. If I file an applicationbefore two months and take the actual exam date after two months, is itpossible?

March 7, 2010 1:57 AM


Anita,

I am not sure if I understood your question. When you are asking "My PMIregistration is about to expire in two months. If I file an application before twomonths and take the actual exam date after two months, is it possible?"What is "Possible"? Are you asking whether you can give an exam after yourPMI registration has expired? Well thats definitely possible. Whether you are ornot a PMI registered member has nothing to do with your ability/non ability totake up PMP exam. Being a member, you get discount and other obviousbenefits but thats it. You are supposed to write the exam within one year ofyour application being accepted.Let me know if I am missing answering your question. All the best-Sridhar


25 of 29 6/18/2011 3:03 PM

March 7, 2010 9:32 AM

Shiv said...

144. Stakeholder analysis is a tool and technique Identify Stakeholder and notscope definition.Please correct, and thanks for such a nice summary of important points.

Shiv

March 23, 2010 10:50 PM


Shiv,

These notes are based on PMBOK V3 and in which 'Stakeholder Analysis' wasT&T of 'Scope Definition' (Refer Fig 5.4 in PMBOK V3).

I am sure you already have PMBOK V4 and would know the differencesbetween V3 and V4.

All the best for your preparation and exam

March 24, 2010 7:05 AM

Precious said...

Sridhar,

I had referred your blog notes for PMP Asprirants of our Company. They allconveyed me the study notes was very useful for PMP exam.

Great work done by you buddy!!!

Thanks & Regards,Seshu Gopal VundavalliGeneral Manager Projects & Operationswww.preciousjewelcad.comwww.preciousmicrotech.com

June 10, 2010 12:20 AM


Thank you Seshu. I appreciate it

June 10, 2010 6:48 AM

Akhil said...

Hi Sridhar,I am working in IT company and have total 5 years of experience. I havechosed to do CAPM. Can you please help me how should I go aboutit...learning material...sample questions...and I need your suggestionalso...Should I do CAPM or wait and do PMP?

July 11, 2010 2:20 AM


Akhil,

CAPM would be ideal way to go if you do not have prior project managementexperience. If you are getting real world PM experience and have got 4+ yearsin it, then going for PMP would be ideal. I do not have resources on CAPM butif you google, you will have thousands of resources. My first recommendationwould be going to pmhub forum (http://www.pmhub.net/forums/viewforum.php?f=44&sid=fa1b720553b5fe0f7d2ed0b4a84dac31) and getpointers. Its a useful forum to get all relevant resources, sample questionslinks.My only suggestion would be to not gain knowledge to just pass the exam butto try aligning the knowledge gained to your work. This is the way to go in thelong run. All the best and feel free to ask further questions

July 11, 2010 9:39 AM

Hiren D. Vashi said...

Thanks for the notes Sridhar,


26 of 29 6/18/2011 3:03 PM

- Hiren D. Vashi

September 30, 2010 5:27 PM

Mudit said...

My goodness, great notes.THis will really help me for my exam in another 2 weeks.Thanks a tonnnnn Sridhar.

Kiran

October 22, 2010 10:54 PM


All the best Kiran.

October 22, 2010 11:20 PM

Nahid said...

Hi Sridhar, thanks for posting this. VEry helpful indeed. Do you have anyCondensed Notes on PgMP Preparation?

October 27, 2010 9:32 AM


Thanks Nahid, I do have some condensed notes for PgMP too, which I plan toshare soon.

October 27, 2010 10:44 AM

dina.moses said...

1. If a project Manager calls for a meeting with the project team to review theknowledge gained from previous projects, in what manner is the teaminvolved?a.Identification of Scopeb.Risk Identificationc.Project status team meetingd.Scope Identification

2.Through which channel, a perfect communication can take place between theproject team member and the Project Manager?a.By written and oral communicationb.Through daily status reportc.Via formal chain of commandd.By updating daily status reports

3.If a Project Manager Places a purchase order for an equipment, which of thefollowing will represent it?a.Investment on capitalb.Cash-out flowc.Commitmentd.Expenses

I beleive the answeres are 1)b 2)a 3)a.Can you kindly confirm

November 2, 2010 9:26 PM


Dina,

I concur with your answers 1)b 2)a 3)a

November 2, 2010 10:31 PM

dina.moses said...

thanks sridhar..

November 4, 2010 12:43 AM

Joe said...

Sridhar,I am planning to do the PMP on May 2010. Can you please let me know, how


27 of 29 6/18/2011 3:03 PM

to memorize the ITTO for all PMBOK/Process. Do you suggest any easymethod to memorize those. I really appreciate your Help

Joe.

March 15, 2011 1:00 PM


Joe,

I was able to remember the ITTOs by doing memory mapping with a projectthat I handled. Note that not all ITTOs would be applicable or relevant to anyproject. In such a case, create a dummy one for your project. For example,procurement might not be applicable, but then just create a dummy and relateapplicable ITTOs to the project.What really helped me was, taking a big cardboard and pasting all ITTOs to it. Ithen kept the cardboard at a place where I can see it and while doing most ofmy day-day activities, refer to it and get familiar with the flow.Also there are some sites (like http://pmzilla.com/) that have tips to easilyremember ITTOs

When you go to exam, you will get 10 mins or so to read through instructions.You can use the time to do brain dump the ITTOs. Let me know if there aremore questions and all the very best for your PMP.

March 15, 2011 1:11 PM

Vijay said...

Hi Sridhar,

I am Vijay from Singapore. Started PMP prep. Hope all your nutshell tips willhelp me in my prep. My heartfelt thanks for that. Will keep you posted about myprep status.

April 25, 2011 6:48 PM


All the best Vijay

April 25, 2011 7:59 PM

ABDUL said...

Hi Sridhar,

Thanks for your help, Myself Abdul..I did MBA finance and I worked 3 years asan Financial Analyst and now I am working in IT company from 2 years as aProject Accountant and as well as contract management coordinator. Having abackground of management study and interest I would like to work withmanagement like PMP. I need your help luckily I have got your block whenmyself searching in Google. Please give your advice whether I can write PMPexam or not?

May 9, 2011 7:16 AM


Abdul,Thanks for stopping by. I see that you have got good background but seems tobe missing the prerequisite 3 years of project management experience neededfor PMP. If you think you have done any sort of project management that couldbe summed up for 3 years then you should be fine. I would suggest that youuse Cornelius Fichtner's excel worksheet (http://www.cornelius-fichtner.com/index.php/pmp/76-pmp-exam-experience-verification-worksheet) and fill it outand see if you get the pre-requisite hours. All the best

May 15, 2011 6:11 PM

Rama said...

SridharYour notes is the best I have seen. I failed last year as most of the questions Ifaced were choose the best answer. There are many ways of doing a project. Ifmy second best answer is wrong, then why there is a change control board ifeverything is as per the exam's right answer. I found all the results in one of theformula question was wrong and unfortunately I have to choose one

My point is, do you think the way the person or persons set the right answers is


28 of 29 6/18/2011 3:03 PM

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correct all the time?

I am writing the exam again in two months. If not I will write again the new examin october 2011

Thank youGuru Rawji M. Sc Toronto Canada

June 12, 2011 5:21 AM


Guru Rawji,I am glad that you find my notes useful. I agree with you that answer to certainsituational questions need not necessarily mimic real time. Not all projects areexecuted necessarily the same way and its very difficult to say what answersthe question best. Having said that, PMI standard is the documented work ofexperts in their respective domain and people have opinions, so there could bea contradiction there of 'what is perceived as right' versus 'what is situationalright'. For passing the PMP, one needs to go with the 'standard' more thananything else. I am sure you will do fine. Keep practicing as many samplequestions as possible. Formulas should not be very complex, just be onpurpose. Let me know if you need any help or pointers. I am sure you will dojust fine in your next attempt.

-Sridhar

June 12, 2011 9:24 AM

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29 of 29 6/18/2011 3:03 PM

Documents

Sridhar Peddisetty's Space_ My Notes on PMP