capm-studynotes

7/31/2019 CAPM-StudyNotes

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KnowledgeArea

Processes

Project Management Process Groups

InitiatingSelect project manager,consider enterpriseenvironmental factors &organizational process assets,use project selection methods(benefit measurement &

constrained optimization),consider contracts SOW (ifapplicable), determine lifecycleapproach, identify keystakeholders, determinebusiness needs (strategicobjective/MBO), productdescription, complete high-levelfeasibility studies.

Planning Executing Monitoring and Controlling

Monitor, scope/schedule/cost/qualitycontrol, inspect, validate, integratedchange control, risk monitoring andcontrol, recommend correctiveaction/changes, quality control,

performance reporting, managepro ject team/stakeholder communications, contractadministration

Closing

Administrative closure strategy,contract closure/contract file,verify SOWs, productverification/handoff, formalproduct acceptance (point of

total acceptance), f inalperformance reporting, lessonslearned, formal projectacceptance, archive project-related documents, releaseresources

4. Project IntegrationManagement

Develop Project Charter (4.1)

Project Charter

Develop Preliminary ScopeStatement (4.2)

Preliminary ScopeStmt.

Develop Project Management Plan(4.3)

Project Mgmt. Plan

Direct and Manage ProjectExecution (4.4)

Deliverables

Req. Changes

Implemented Change

Requests Corrective Action

Preventive Actions

Defect Repairs

Work PerformanceInformation

Monitor and Control Project Work(4.5)

Recommended correctiveand preventative actions

Forecasts

Defect Repair Req. Changes

Integrated Change Control (4.6)

Approved & RejectedChange Requests

Project Mgmt . PlanUpdates

Project Scope Stmt.Updates

Approved Corrective &Preventive Actions

Approve & Validated DefectRepair

Deliverables

Close Project (4.7)

Administrative &Contract ClosureProcedure

Final Product Service

or Result Organizational

Process AssetsUpdates

5. Project ScopeManagement Scope Planning (5.1)

Scope Mgmt Plan

Scope Definition (5.2)

Scope Statement

Req. Changes

Scope Mgmt. PlanUpdates

Create WBS (5.3)

Scope Stmt. Updates

WBS

WBS Dictionary Scope Baseline

Scope Verification (5.4)

Accepted Deliverables

Requested Changes

Recommend CorrectiveActions

Scope Control (5.5)

Scope Stmt. Updates

WBS Updates

WBS Dictionary Updates

Scope Baseline Updates Req. Changes

Recommend CorrectiveAction


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Scope Mgmt PlanUpdates

Req. Changes

Organizational ProcessAssets Updates


KnowledgeArea

Processes


Initiating Planning Executing Monitoring and Controlling Closing

6. Project Time

Management

Activity Definition (6.1)

Activity List & Attributes

Milestone List

Req. Changes

Activity Sequencing (6.2)

Network Diagram

Activity List & Attributes Updates

Req. Changes

Activity Resource Estimating (6.3)

Resource Requirements

Activity Attributes Updates

RBS

Resource Calendar Updates

Req. Changes

Activity Duration Estimating (6.4)

Activity Duration Estimates


Schedule Development (6.5)

Project Schedule

Schedule Model Data

Schedule Baseline

Resource Requirements Updates


Project Calendar Updates

Req. Changes

Project Mgmt. Plan Updates

Schedule Mgmt. Plan Updates

Schedule Control (6.6)

Schedule Model DataUpdates

Schedule Baseline Updates Performance Measurement

Req. Changes



Activity List & AttributeUpdates


7. Project CostManagement Cost Estimating (7.1)

Activity Cost Estimates & SupportingDetail

Req. Changes

Cost Mgmt. Plan Updates

Cost Budgeting (7.2)

Allocate & Aggregate

Cost Baseline (includes contingencyreserves but not Mgmt contingencyreserves)

Project Funding Requirements Cost Mgmt. Plan Updates

Req. Changes

Cost Control (7.3)

Cost Estimate & BaselineUpdates

Performance Measurement

Forecasted Completion

Req. Changes


Organizational ProcessAssets Updates(Specifically lessonslearned)

Project Mgmt. PlanUpdates


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KnowledgeArea

Processes



8. Project QualityManagement

Quality Planning (8.1)

Continuous Improvement

Quality Policy

Quality Mgmt. Plan

Quality Metrics Quality Checklists

Process Improvement Plan

Quality Baseline


Perform Quality Assurance (8.2)

Req. Changes

Recommend CorrectiveActions

Organization Process AssetsUpdates

Project Mgmt. Plan Updates

Perform Quality Control (8.3)

Quality Controlmeasurements

Validated Defect Repair

Recommended Corrective& Preventive Action

Req. Changes

Recommend Defect Repair


Validated Deliverables


9. Project HumanResource

Management

Human Resources Planning (9.1)

Roles & Responsibilities

Project Org. Charts

Staffing Mgmt. Plan

Acquire Project team (9.2)

Project Staff Assignments

Resource Availability

Staffing Mgmt. Plan Updates

Develop Project Team (9.3)

Team PerformanceAssessment

Manage Project Team (9.4)

Req. Changes

Recommended Corrective& Preventive Actions



10. ProjectCommunications

ManagementCommunications Planning (10.1)

Communications Mgmt.Plan

Information Distribution (10.2)


Req. Changes

Performance Reporting (10.3)

Performance Reports

Forecasts

Req. Changes

Recommended CorrectiveActions

Organization ProcessAssets Updates

Manage Stakeholders (10.4)

Resolved Issues

Approved Change Request

Approved CorrectiveActions




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KnowledgeArea

Processes



11. Project RiskManagement

Risk Management Planning (11.1)

Risk Management Plan

Risk Identification (11.2)

Risk Register

Qualitative Risk Analysis (11.3)

Risk Register Updates

Quantitative Risk Analysis (11.4)


Risk Response Planning (11.5)



Risk-related ContractualAgreements

Risk Monitoring and Control (11.6)

Risk Register Updates Req. Changes

Recommended Corrective& Preventive Action



12. ProjectProcurementManagement

Plan Purchases Acquisitions (12.1)

Procurement Mgmt. Plan

SOW

Make-or-buy decisions

Req. Changes

Plan Contracting (12.2)

Procurement Document

Evaluation Criteria

SOW Updates

Request Seller Responses (12.3)

Qualified Sellers List

Procurement DocumentPackage

Proposals

Select Sellers (12.4)

Selected Sellers

Contract

Contract Mgmt. Plan

Resource Availability

Procurement Mgmt. PlanUpdates

Req. Changes

Contract Administration (12.5)

Contract Documentation

Req. Changes

Recommended CorrectiveAction


Project Mgmt. PlanUpdates (Procurement &Contract Mgmt. Plan)

Contract Closure (12.6)

Closed Contracts

OrganizationalProcess AssetsUpdates


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INTEGRATION

Process Inputs Tools/Techniques Outputs

Initiating

1. Develop Project Charter

Contract (when applicable)

Project SOW

Enterprise environmental factors

Organizational process assets

Project selection methods

Project management methodology

Project management information system

Expert judgment

Project charter

2. Develop Preliminary Project ScopeStatement

Project charter

Project SOW





Expert judgment

Preliminary Project Scope statement

Planning

3. Develop Project Management Plan

Preliminary project scope statement

Project management processes


Organizational process assets(Which includes historical information and

organizational policies)



Expert judgment

Project Management Plan

Executing

4. Direct and Manage Project Execution


Approved corrective actions

Approved preventive actions

Approved change requests

Approved defect repair

Validated defect repair

Administrative closure procedures



Deliverables

Requested changes

Implemented change requests

Implemented corrective actions

Implemented preventive actions

Implemented defect repair

Work performance information

Controlling

5. Monitor and Control Project Work

Project Management Plan Work performance information

Rejected change request

Project management methodology Project management information system

Earned value technique

Expert judgment

Recommended corrective actions Recommended preventive actions

Forecasts

Recommended defect repair

Requested changes

6. Integrated Change Control


Requested Changes


Recommended corrective actions

Recommended preventive actions


Deliverables



Expert judgment


Rejected change requests

Project Management Plan Updates

Project Scope Statement Updates


Approved preventive actions

Approved defect repair


Deliverables


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INTEGRATION


Closing

7. Close Project


Contract documentation




Deliverables



Expert judgment

Administrative closure procedure

Contract closure procedure

Final product, service, or result

Organizational process assets updates

SCOPE


Planning

1. Scope Planning



Project Charter

Preliminary project scope statement Project Management Plan

Expert Judgment

Templates, forms, standards

Project Scope Management Plan

2. Scope Definition


Project Charter

Preliminary project scope statement



Product analysis

Alternatives identification

Expert judgment

Stakeholder analysis

Project Scope Statement

Requested changes

Project Scope Management Plan Updates

3. Create WBS





WBS templates

Decomposition

Project scope statement updates

WBS

WBS dictionary

Scope baseline

Project Scope Management Plan Updates

Requested changesControlling

4. Scope Verification(Assures ACCEPTANCE)


WBS Dictionary


Deliverables

Inspections Accepted deliverables

Requested changes


5. Scope Control


WBS

WBS dictionary


Workaround plans to risk

Performance Reports Approved change requests


Change Control System

Variance analysis

Replanning

Configuration management system

Project scope statement updates

WBS updates

WBS dictionary updates

Scope baseline updates

Requested changes

Recommended corrective action Organizational process assets updates



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TIME


Planning

1. Activity Definition




WBS

WBS Dictionary


Decomposition

Templates

Rolling Wave planning (Progressively)

Expert judgment Planning component

Activity List

Activity attributes

Milestone list

Requested changes

2. Activity Sequencing


Activity List

Activity attributes

Milestone list


Precedence Diagramming Method (PDM)

Arrow Diagramming Method (ADM)

Schedule network templates

Dependency determination

Applying leads and lags

Project Network Diagrams

Activity List Updates

Activity attributes updates

Requested changes

3. Activity Resource Estimating



Activity list

Activity attributes

Resource availability


Expert judgment

Alternatives analysis

Published estimating data

Project management software

Bottom-up estimating

Activity resource requirements


Resource breakdown structure

Resource calendars updates

Requested changes

4. Activity Duration Estimating




Activity List

Activity attributes


Resource calendars

Project Management Plan- Risk register- Activity cost estimates

Expert Judgment

Analogous Estimating

Parametric Estimating

Three point estimates

Reserve analysis

Activity duration estimates


5. Schedule Development



Activity List Activity attributes

Project schedule network diagrams


Resource calendars

Activity Duration Estimates

Project Management Plan Risk register

Schedule network analysis

Critical path method

Schedule Compression

What if scenario analysis (Monte Carlo) Resource Leveling

Critical chain method


Applying calendars

Adjusting leads and lags

Schedule model

Project Schedule

Schedule model data

Schedule baseline Resource Requirement Updates


Project calendar updates

Requested changes


Schedule Management Plan Updates

Controlling

6. Schedule Control Schedule Management Plan

Schedule baseline

Performance Reports


Progress reporting

Schedule Change Control System

Performance Measurement


Variance Analysis Schedule comparison bar charts

Schedule model data updates

Schedule baseline updates

Performance measurements

Requested changes



Activity list updates


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COST


Planning

1. Cost Estimating




Work Breakdown Structure

WBS Dictionary Project Management Plan

- Schedule Management Plan- Staffing Management Plan- Risk register

Analogous Estimating

Determine resource cost rates

Bottom-Up Estimating


Project Management software Vendor bid analysis

Reserve analysis

Cost of quality

Activity Cost Estimates

Activity Cost Estimate Supporting Detail

Requested changes

Cost Management Plan updates

2. Cost Budgeting

Project Scope statement

WBS

WBS dictionary

Activity Cost Estimates

Activity Cost Estimate Supporting Detail

Project Schedule

Resource calendars

Contract

Cost Management Plan

Cost Aggregation

Reserve Analysis


Funding limit reconciliation

Cost Baseline (Same as budget)

Project funding requirements

Cost Management Plan updates

Requested changes

Controlling

3. Cost Control

Cost Baseline

Project funding requirements

Performance Reports




Cost Change Control System

Performance Measurement Analysis(Helps to assess the magnitude of any variation thatoccurs on the project)

Forecasting

Project Performance Reviews

Project Management software

Variance management

Cost Estimate Updates

Cost baseline updates


Forecasted completion

Requested changes



Project Management Plan updates


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QUALITY


Planning

1. Quality Planning





Cost-Benefit Analysis

Benchmarking

Design Of Experiments

Cost Of Quality

Additional Quality Planning tools

Quality Management Plan

Quality metrics

Quality checklists


Quality baseline Project Management Plan updates

Executing

2. Perform Quality Assurance(Aimed for Processes)


Quality metrics




Quality control measurements

Implemented change requests

Implemented corrective actions

Implemented defect repair

Implemented preventive actions

Quality Planning Tools & Techniques

- Cost-benefits analysis- Benchmarking- Design of experiments

Quality Audits(Review of project activities with regard to quality)

Process analysis

Quality control tools and techniques

- Cause and effect diagrams- Control, Pareto and Run charts,- Flowcharting- Histograms

- Scatter diagrams- Statistical sampling- Inspection- Defect repair review

Requested changes




Controlling

3. Perform Quality Control(Aimed for Deliverables.

Assures CORRECTNESS)


Quality metrics

Quality Checklists




Deliverables

Cause and effect diagram

Control Charts

Flowcharting

Histogram

Pareto chart

Run chart

Scatter diagram

Statistical sampling

Inspections

Defect repair review



Quality baseline updated



Requested changes



Validated deliverables



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HUMAN RESOURCES


Planning

1. Human Resource Planning



Project Management Plan Activityresource requirements

Organization charts and position descriptions

Networking

Organizational Theory

Roles and responsibilities

Project Organization Charts

Staffing Management Plan

Executing

2. Acquire Project Team(Carries out the Staffing Management

Plan)






Pre-assignment

Negotiations

Acquisition

Virtual teams



Staffing Management Plan updates

3. Develop Project Team




General Management Skills

Training

Team-Building Activities

Ground rules

Co-location

Recognition and rewards

Team performance assessment

Controlling

4. Manage Project Team(Checks whether the Staffing

Management Plan is working fine andevaluate team performance problems)






Team performance assessment


Performance reports

Observation and conversation

Project performance appraisals

Conflict management

Issues log

Requested changes




Input to organization performance appraisals

Lessons learned documentation



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COMUNICATIONS


Planning

1. Communication Planning(Involves determining and documenting

the information and communicationneeds of the stakeholders)




Project Management Plan -

- Constraints,- Assumptions

Communications requirements analysis

Communication technology

Communications Management Plan

Executing

2 . Information Distribution(Focuses on any kind of information

related to project)

Communications Management Plan Communications Skills

Information Gathering and Retrieval Systems

Information Distribution Methods

Lessons learned process

Organizational process assets updates- Lessons learned documentation- Project Records- Project Reports- Project Presentations- Feedback from stakeholders- Stakeholder notifications

Requested changes

Controlling

3. Performance Reporting(Focuses solely on project performance)



Forecasted completion


Project Management Plan Performancemeasurement baseline


Deliverables

Information presentation tools

Performance information gathering and compilation

Status review meetings

Time reporting systems

Cost reporting systems

Performance Reports

Forecasts

Requested changes



4. Manage Stakeholders

(Ensures that stakeholders needs areaddressed)

Communications Management Plan


Communications methods

Issue logs

Resolved issues






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RISK


Planning

1. Risk Management Planning





Planning Meetings and analysis Risk Management Plan

2. Risk Identification






Documentation Reviews

Information-Gathering Techniques(Interviewing, Delphi Technique and Brainstorming)

Checklist analysis

Assumptions Analysis

Diagramming Techniques

Risk register

3. Qualitative Risk Analysis




Risk register

Risk Probability & Impact Assessment

Probability and Impact Matrix

Risk Data Quality Assessment

Risk categorization

Risk urgency assessment

Risk Register updates

4. Quantitative Risk Analysis




Risk register

Project Management Plan- Project Schedule Management Plan- Project Cost Management Plan

Data gathering and representation techniques

Qualitative risk analysis and modeling techniques

Decision tree analysis


5. Risk Response Planning(Plans how each risk will be handled)


Risk register

Strategies for negative risk or threats

Strategies for positive risks or opportunities

Strategy for both threats and opportunities

Contingent response strategy



Risk-related contractual agreements

Controlling

6. Risk Monitoring & Control(Carries out the Risk Response Plan)


Risk Register



Performance reports

Risk reassessment

Risk audits

(Concerned with overall risk management insteadof individual risks)

Variance and trend analysis

Technical performance measurement

Reserve analysis

Status meetings

Risk register updates

Requested changes

Recommended corrective actions- May include workaround plans which may arisescope changes





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PROCUREMENT


Planning

1. Plan Purchases and Acquisitions




WBS

WBS dictionary Project Management Plan

- Risk register- Risk-related contractual agreements- Resource requirements- Project Schedule- Activity cost estimates- Cost baseline

Make-Or-Buy Analysis

Expert Judgment

Contract Types

Procurement Management Plan

Contract Statement of Work


Requested changes

2. Plan Contracting(Prepares documents for solicitation)


Contract Statement Of Work



- Risk register

- Risk-related contractual agreements- Resource requirements- Project Schedule- Activity cost estimates- Cost baseline

Standard Forms

Expert Judgment

Procurement Documents

Evaluation Criteria

Contract Statement of Work Updates

Executing

3. Request Seller Responses Organizational process assets


Procurement documents

Bidder/Vendor/Contractor Conferences

Advertising

Develop qualified sellers list

Qualified sellers list

Procurement document package

Proposals

4. Select Sellers(Involves negotiation and selection)



Evaluation Criteria Procurement document package

Proposals

Qualified Sellers list

Project Management Plan- Risk register- Risk-related contractual agreements

Weighting System

Independent Estimates

Screening system Contract negotiation

Seller rating systems

Expert judgment

Proposal evaluation techniques

Selected sellers

Contract

Contract Management Plan Resource availability

Procurement Management Plan updates

Requested changes


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PROCUREMENT


Controlling

5. Contract Administration

Contract

Contract Management Plan

Selected sellers

Performance reports Approved change requests


Contract Change Control System

Buyer-conducted performance review

Inspections and audits

Performance Reporting Payment System

Claims administration

Records management system

Information technology


(Contains requested, but unapproved contract changes)

Requested changes

Recommended corrective actions Organizational process assets updates

Correspondence

Contract Changes

Payment Requests


- Procurement Management Plan- Contract Management Plan

Closing

6. Contract Closure


Contract Management Plan


Contract closure procedure

Procurement audits(Capture lessons learned from a contractperspective)

Records management system

Closed contracts

Organization process assets updates

Components of the Project Management Plan:


Schedule Management Plan

Cost Management Plan




Communication Management Plan



Milestone List Resource Calendar

Schedule Baseline

Cost Baseline (Same as budget)

Quality Baseline

Risk Register (which includes risk owners, risk thresholds and common risk causes)

Constraints and Planning Assumptions

For the exam the bottom line is : All management plans become part of the Project Management Plan


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Components of the Enterprise Environmental Factors:

Culture and Structure of the organization

Governmental and Industry standards

Infrastructure

Human Resources

Personnel Administration and Documentation

Marketplace conditions

Risk Tolerance

Commercial Databases

Academic Studies

Project Management Information Systems (Which is composed by Configuration Management System including Change Management System)

Project Quality Management DOES emphasize:

Customers Specifications (That also implies in Customers Satisfaction because if customers specifications are met, the customer should be satisfied with the product)

Quality Standards

Team Responsibility (The entire team has a responsibility towards quality)

Prevention over inspection (It costs less to fix a problem than it does to fix one)

Types of diagrams/charts:

Project Network diagrams (Show activities sequences and dependences)

Precedence Diagramming Method (PDM) => Activities on nodes (Also known as AON Activity On Node)

Arrow Diagramming Method (ADM) => Activities on arrows (Also known as AOA Activity On Arrow)

Graphical Evaluate Review Technique (GERT) => Can show conditional branches and loops whereas other representations cannot.

Bar Charts (a.k.a. Gantt Charts) (Show activities represented as horizontal bars and typically have calendar and percentage complete associated with them)

Milestone Chart (Only represent key events for the project)

Cause and Effect Diagrams (a.k.a. Fishbone Diagram or Ishikawa Diagram) (Are used in Quality Control process to show how different factors can lead to problems)

Control Charts

Show whether or not a process is in control. Containing.

Customer Specification Limits,

Control Limits Defined as three standard deviations above or below the mean

Mean of all data points

Rule of Seven where if seven or more consecutive points are on the same side of the mean, they should be investigated


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Pareto Chart (A kind of a histogram that shows on columns defects ranked from greatest to least. Paretos law states that 80% of problems come from 20% of the causes 80/20)

Run Chart (Quality measure snapshots compiled over time showing trends )

Scatter Diagram (Best for spotting trends in data. May be No Relation, Negative Linear Correlation, and Positive Linear Correlation)

Project Organizational Charts (Show project roles hierarchy or package associations)

Hierarchical Charts (Shows project roles hierarchically)

RACI Charts (R Responsible, A Accountable, C Consultant, I Input => Show project roles associated with work packages)

Text (States the position description and responsibilities)


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Resource Histogram (Its part of the Staffing Management Plan and shows the resource usage for a given period of time)

Tornado Diagrams (Evaluates projects sensitivity to cost or other factors)

Decision Tree Diagrams (Used to quantify which risks have the most impact on the project)

Key Formulas:

Term Abbreviation Description Formula

Three Point Estimate PERTUsed to estimate activity duration based on knownPessimistic, Realistic and Optimistic estimates.Its also used to predict the most likely, best-caseand worst-case scenarios for a given costestimate.

(Pessimist + 4xRealistic + Optimistic) / 6

Standard DeviationShows how diverse our estimates are. (Pessimistic Optimistic) / 6

Communication ChannelsShows how different communication channels existfor a given project

N * (N 1) / 2Where N is the number of people in your team.

Budgeted at Completion BAC How much was originally planned for this project tocost.

No one formula exists. BAC is derived by looking atthe total budgeted cost for the project.

Planned Value(a.k.a. Budgeted Cost of Work Scheduled)

PV (or BCWS)

How much work should have been completed ata point in time based on the plan. (Derived by

measuring where you had planned to be in

terms of work completed at a point in the

schedule).

PN = Planned % Complete X BAC

Earned Value(a.k.a. Budgeted Cost of Work Performed)

EV (or BCWP)

How much work was actually completed during a

given period of time. Derived by measuring where

you actually are in terms of work completed during

a given period of time in the schedule.

EV = Actual % Complete X BAC

Actual Cost(a.k.a. Actual Cost of Work Performed)

AC (orACWP)The money spent during a given period of time.

Sum of the costs for the given period of time.

Cost Variance CV The difference between what we expected to

spend and what was actually spent.

CV = EV-AC

Schedule Variance SVThe difference between where we planned to

be in the schedule and where we are in the

schedule.

SV=EV-PV

Cost Performance Index CPIThe rate at which the project performance is

meeting cost expectations during a given

period of time.

CPI = EV / AC


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Term Abbreviation Description Formula

Schedule Performance Index SPIThe rate at which the project performance is

meeting schedule expectations up to a point in

time.

SPI = EV / PV

Cumulative CPI CPICThe rate at which the project performance is

meeting cost expectations from the beginning up

to a point in time. CPIC

is also used to forecastproject costs at completion.

CPIC = EVC / ACC

Estimate at Completion EAC Projecting the total cost at completion based on

project performance up to a point in time.

EAC = BAC / CPIC

Estimate to Completion ETC Projecting how much will be spent on the

project, based on past performance.

ETC = EAC - AC

Variance at Completion VAC The difference between what was budgeted

and what will actually be spent.

VAC = BAC - EAC

Tips for calculating EAC on different scenarios

When current variances are viewed as typical of future variances :

EAC is calculated by adding the remaining budget (BAC EV) modified by a performance factor (CPI), to the actuals date.

When current variances are viewed as typical :

EAC is calculated by adding the remaining budget to the actuals to date (BAC EV).In this case, the project management team expects that similar variances will no occur in the future.

When original estimating assumptions are considered to be fundamentally flawed:

EAC is calculated by adding an all-together new estimate (ETC) to the actuals to date.

When original estimating assumptions are no longer reliable because conditions have changed:

EAC is calculated by adding an all-together new estimate (ETC) to the actuals to date.