Piojla temporary group of related tasks undenaken Phases: groups of project actlvltles separated by exlt gates to Baseline {BL):

es to Baseline {BL): tre orlglnal plan plus all approved

t0 Cf8ât8 8 IJI1lgU8 gf0d08I, 8Y8|d6{8 #hgS8 d8I|v8fdbl8S Ch80g89(8C0g6, 4€h8dlJl6, C0Gt)
Progmm: a grouq of related
#f0jgCt9 d0d 0§0r8ti0f1S
coordlnated together In a ghâS9S SpeClfled by 60 0Fg8nlzatl0n'5 §f0j8CT gf0C88666, g6ogI8, BU. that 6lJgg0rt âfl 0utComa
em
”” ”’“”* *” Hlfloñ@ Infonnatlon: informatlon from prevlous projects
Methodology: en orgenlzstlon's speclflc used to evaluate future project declslons
Portfolio: an orgarlzalion's lmpiementation of project processes; a set of
stegs to manage a project UPS L9BfTtgd' d0Cfifflgfltgd \fbfla0CB$ (h|8t0£|Cal
Iftf0FITI8Tl0B) lJSgd {0 8Y0ld Y6F|g0C88 |I1 futlJF8
#F0}e0t4
ProJect Management «stay stllls, knowledge, aad the, ana cost are interrelated; one cannot PfOgfggSNO EIab0IaâOfl:an Iterative approach
resources to satisfy project regulrements chsngi wltnout affecllng
at least one of the vp front
Process: 1 of 47 pacl‹ages of Inputs, otners; also known as
t00lS, gfld O0tgIJT5 fl59d t0 §f0dtJCfi the ’from Trlangle’ (see PM Skllls: Leadlng, Communlcatlng, Negotlatlng,
$geclflc outgut(s) for the project (see dlagiam 3)
dlagram 2)

Func¥ond Manager: s departmertma/agerwfo‘oue•

Pf0j£Ct MM8g8r th6 #OfBOf tlltlmat0 f8g{XX1Slbl8 f0r1fl8 g'Io]ectresources; admlnlstee human resoum management
responddlltes fix emgb\eas
P/ojM Ottlce: asrpp‹xtIr›g or coibolllng decent regodlng
Poject Coordinator: a role weaker can a project manager; me les, to›Is,stardar‹B,bestg‹acI!c , w audits
Pf0gfgfg M&A8g8r r8sp0nslble for pf0gf8ms, 00fdirladng
swemi related po|ecIs to schleye a oammon goal

FIJ0Cti08aI: team f88ITIb0f8 W0rk fOf 8 dg§8ftffIfif1t; ITld/ b0 l0aflgd to 8 §f0jfiCt

6t tlITTe9; llftJ8 Of fl0 PM @W8f
Projectized: PM Is manager of projects and resources; has complete authorlty
Matrix: Comblnatlon wllfi functlonal manager and project manager; PM has
more power In Strorg Matnx, equai In Balancer Marx, end less In wear Uatrlx

Process groups are not project phases. Process groups are not linear, they are iteragve. Process names follow verb-nounstructum(e.g., Deflne Scape).
MOMEDGEAREAS(10) (#proceeses) 47 PR0C£5SES
lntegra8on Management #fIT} 6 PfI0Q3S GROUPS(5): a rreess»s
2'ix . i't'. “ @¥C .if•. InItIatIng (III) e
Scope I\Management (6C0) s
›1j2 Planning(PL) 24
lmeNenugemuut(fl/ 7
Cost Manage 1eN (OOS) 4 wm4 ”#¿4a ExeeutIng(EX} 8
fi1
Quality Management(gtIA) 1 I¥IonItorIng and Controlllng(IYICj 11
HvmenRmxmmMagem tpUW) 111
Closing(CL) z
13
Rlsk Management(9lS) 6
Pf0glJf8fg60t M8F6g8fg8flt(PRO) 4
5t8k6h0ld6F M6fl8g8fg8nt (STA) 4
1111
COMMON INPUTS,T00LS,AND OUTPUTS ■ ^ *
Inputs: Organizational Process Assets (0PAs›, Enterprlse rnvlronmental Factors ‹EErs), Prolect Management Plan . • » .
(PM Plan), Risk Register, Work Performance, Work Performance Reports .
Tools: Expert Judgaent, Meetlngs, Analytical Techniques, Faclliatatlon Technlques, Project Management lnlcrmatlon
System(PMU) '
Outputs: Change Requests, Updates (f'I\1 flan, frojecl Docs, and 0PAs), Work Performance Informatlon
 IN PL EX CL
Develop Project Charter
Develop Direct
Project Management &
Plan MC
MC
Manage
“ Monitor & Perform
“ Project Work
Control “ Integrated
Project Work Change Conkol

Project Statement PM Plan

Project Charter PM Nan Appoved Work Perf Info PM Plan
lnputs of Work Oulputs from other
processes Appr Change Reqs Schedule Forecasts Cost Accepled Deliverables
Business Case CflangeRequests
Forecasts
Expert Judgment Expert Judgment Expert Judgment Erpe‹t Judgment
Exgert Judgmen I Expert Judgment
T00lS Meetings Meetings Meetings Meetings
Faciliatatiori Techs Faciliatation Techs
Prot Mgmt Info System Proj ugmt Info System Ghange Control Tools Analytical Techs
Deliverables Change Reguesls ApprCfiangeReqs
Project Cl\arler PM Plan Final Transltlon
Work Perl Dala Plan & Doc Updates Cfiangelog
Notes about
INTEGRATION MANAGEMENTMENT
Change Management Plan
Businoss Case: Marcel demand, business PM Plan: Formal, approved document defining Develop Project Management Plan
need, cuslomer requiremenl, technology how project is managed, executed, and conl‹oIIed
Configuration Management Plan
advance,IegaI requirement, ecological impact, (1G components, see tal›Ie at rijl›l.) Requl‹ements Management Plan
Plan Scope Mariagerrenl
Scope Maragemenl Plan
*"' "" WOfk ABU0FlZ6tlOfl 5§Stgffl: Part 0[ |Ile 0yefa||
Project Selection Methods: PMIS; ensures that project work gets done Scope Basellne Create ABS
al (Blgger 1s Better) Benefil-cost ralio, economic the rigri time and i» Ihe right sequence: 8Chgdfilg M0gdggfflgflt Pl8fl Plan Schedule Management
may value add (feet Operalirg Profit After Tax Cost be as informal as an email Schedule Baseline Develop Schedule
or as formal as a of Capital}, iulerPal rate Of return, presenl value, fl¥5l9M 10 Cost Management Plan Plan Cost Management
6flSi9tJ 8fid 109 }08 Ofk 0£dPtS. COLI Bd88llfl6 OeWrmineBuJget
F V = P U 1 + r ” n ), net §fGS8ht VallJ8, FPlufn Change Requesls: Approved or rejected in
OF inveslmenl, return on invested capital ‹eel Quality Management Plan
Perform Integrated Change Control; PM sxo ie Plan Quality Management
Income After Tax - Invested Capital› ‹smaller Is Process Improvement Plan
influence factors that cause change; PM should
Befier) opporlunily cost, payback period. assess impact of changes on project and matte Human Resource Management Plan Plan Human Resource Management
Project Charter: Caines & authorizes decision. orrrrunlcations Management Plan Plan Communications Nana#errent
PM lo expei d resources to ac#ieYe project Close Project or Phase: I his is Ihe last process Risk Management Plan Plan Risk Managemenl
objectives (may include high-level requirements, Io be completed in eacfi phase or in the project: Piocuremenl Management Plar Plan Procurement Uanagement
milestones, and budget.) capture lessons learned, arch ve project Stakeholder Management Plan Plan Stakeholder Management
documenls, celebrate success, and release
project team.

PL PL PL PL MC

Plan 5C0§e Collect

MC
Management
Deline SC0pe Create WBS Validate Scope Ontrol Scope
Requlrements
KEY:
Project Charter
Project Charter Requirements Doc. Requlremenls Doc.
Inputs Project Charter Scope Management Plan
Scope Managerilent Flan
Project Scope Slalement
Requlremenls Trace. Matrix PM Plan
PM Plan 8eq'ts. Management Plan Requirements Doc.
Requireriienls Doc. Yerilied Deliverables Work Perl Data
Stakeholder Reglster
Facilitated Worl‹sfiops Facilitaled Workshops
Inspection
TOOLS Grp Creativity Techs Allens. Generation Decomposilion
Grp Dec-Making Techs Variance
gueslionrialres Product Analysis
Scope Requiremenls Doc.
Outputs Management Plan
Requirements Proj. Scope Slalement Scoqe Baseline Accepted Deliverables Work Perl Into
Requirements Change Requests Change Requesls
Management Plan Trace. Malrix

N0TESA80UT
Project Scope Slalernenl: 0oc#menl slating the project
SCOPE MANAGEMENT requirements by describing objectives, deliverables, boundaries, Work Breakdown Structure ABS)
GfOM§ CFB8tlYi/ T9Chfll§U65' gfaifTS[0rIfI|h§, N0ming| §f0lJp and acceplance criteria
tecfinlque, Delphi technique, Idea and mind mapping Decomposition: Breaking down scope stalemenl
Delphl Technlque: Gathering expert opinion without participants (projecl deIiverabIes)into progressively smaller pieces
knowing who else is being polled; prevenls biasing opinions WBS {\York Breakdown Structure): An hierarchical decomposition
and grouptfiink of deliverables to increasingly more delail for bezel estimating,
I/omInal Group Technlque: Brainsto‹rred ideas are voted assignment, and tracking; each node has a unique number;
W0fk PaCkggBS aft tlI8 T0W8Sf l6vPI n0deS, de00fflp0Sed |0W en0ugh
upon and ranked by priority
to be estimated (cost & tme) and assigned (see diagram at rigI+I).
Group Declslon-making TechniqjJes: Unanimity, majorily,
consensus, pIu‹aIify, and dictalorship Scope Baseline: A combination of the original WBS, WBS
dictionary, and project scopa slatement plus all approved changes
 Control
Deline Estimate Estimate Schedule
tivi Act
Resources
KEY:
8chedne Sched. Management
Schedule Maagmn ar
Manajemen la Activity List / Aftrib.
Scope Baseline Milestone List ResouceCaeuoars Receuten rs
Scope Slalemenl ActRB.ftq'|s.

Precedence Exper Judgmen s(Top-Do)

Decomposition Diagram Method Allernaliye Analysis 9
TOOLS Rolling Wave Planning De°endency Parametric Est.
oefermlnalion reads Published Data 3-Poinl Estimates
& Lags Botlon -Up Esl. reserve Analysis

W0fk P9Ff II4I0

Act. Res.Req'ts.
Outputs Activty /lttrifictes Rework Diagrams Res. Breakdn Strucl
Milestone tist
Notes about
Estimating, Analogous: (also called top-down) using Free Floal: lie amount of time a schedule aclivify could be
TIME MANAGEMENT • hislorical information from similar projects/activilies to delayed without delaying lhe early start (ES) of a subsequenl
estimate
r0 effoñ, duration,
’ ‘ *’ Negative Float: the situation of a schedule activily's early
of the schedule aclivities in the order in
which they must be performed; may be ES EF linish (EQ being afler a subsequent aclivily's early slañ (ES)
eslimating elforl, duration, Duration
or costs at lowest levels of
AOA Critical PaM Method {CPM): schedule analysis to determine
PDF nehyork d ag am whe lhe critical palh, overall schedule, and each activity's IIoaI.
activities are represenled by the nodes Cr Cha n Ueihod aggress ve schedu
and the arrows are dependencies; also LS LF management based on managing schedule buffers and
called AON (Activily-0n-Node) keeping resources fully applied (Eliyahu Goldratt)
or costs using past performance

a p eced ng ac

EARIJED VALUE FORMULAS

PL PL PL MC
Plaft Cost Estimate Determlne Planned yx Complete x BAC
Management Mas 8udge COfTtfOl C0fllg
KEY Aclual e Complete x BAC
Scope Baseline Actual Cost (ACWP) Sum ol actual costs
Scope Baseline Cost Parlance Ed - AC
PM Plan ActualCost Estimale Project Funding
Project Charler Project Schedule Schedule yat|ance Ey - py
Project Schedule Requirements
Risk Register Work Perf Data ” Schedule Performance Index E\/ + PM
Agreements
Earned Yalue Cosf Performance Index E\I = AC
Parametric Estimate Cost Aggregation ManagemenFtorecasii»y E6llrTT8l8 At C004gl8llOn BAC † CPI
Bohom-Up Estimate Resume Analysis ToCom I t -Perfomance- Estlmale To Comp|ellgn E4C - AC
Expert Judgment 3-Point Estimate Historical Index
TOOIS Relationships Variance Al C0mpletlon BAC - EAC
Reserve Analysls Performance Revlews To•CompIete- Perl-Index (BAC-E\fj + (BAC-AC)
Cosl ol Quality Prof. Managemenl Software
Reconclliation Reserve Analysls variance: Difference between planned and actual; targel value is 0;
Vendor Bid Anal sis positive is good, negative is bad

Outputs Cos Baene Work Performance Info

Cost Manag ” ‘ Actual Cost Eslimale Perlorlriance Index: Ratio ol planned Io acUal; target valve is 1;
FocFdng Cost Forecasts
Requkemenls Change Requests
Forecast: ETC, ETC, and YAC are all forecasted values
Life•cycle Costing: looking at tolal cost
ol ownership from purchase (creation) funding Limit Reconc‹I ation: acJusling To-ComgIele-Performance-Inder:
through operalions Io disposal §f0j0Ct C08tS a0d tiffl 6ffflW0S 10 [il within
funding availability timeframes; Typically
spending Glliciency required Io meel largeled
financial goals (usually grealer II an 1 if CPI
COST MANAGEMENT
¥a tub fi09JflPJ°. ring: gptti ng lfi 8 fn0sl funding ‹equirements duller from the cost iS |eSs lhan 1, or less llJan 1 il CPI is greater
pf0jfl8I baseline by Management reserve than J); calculated lin lems of money)
value in cost, qualm, scfieauie, as remaining work {BAC-fi/ dirt dcd by
and benefit without sacrificing scope Cumulative: from Ihe slarl of the project
up lo a point in time (e.g., CPI at the end remaining funds (8AC•Ag}, when flAC is
C0Sl Aggregation: rolling up activity ol month 5, or tolal acfual casks la date); flue targeted linish goal; il the targeted linish
costs Io accounting periods or the WBA 50flJ0llrfl2S fl0lfl led US1rIg a SU Gr 5Cripl goal is EAC, Ihen TCPI is calculated as
node where Ihey will be managed e.g., (CPI’ or AC°); Curnulati'/e CPI: (BAC-EQ
C0Sl B8S8llltg: whaf g0S]S wl|| bG incurred
in the projecl llhe S curve is we cumulative Variance Analysis: measeria9 fire
SUm 0f U8 bUdg8 Ind 808[S OVP, I 1h8 bf 0j8g[ ditterence between planned and atdual (costs
lite; c0sls slarl slowly, accelerate, then or dufalTons); variances are optimally zero (on
Working Efficiency: sPl, scredaIe
pertorpiaace inde , opts mat ly 1 Spending Eflieiency: CPI, cosl perlormance
index, optimally 1
Type of Eslimate Typical Range
0nJer of Manni-
to +100% NOTESABO
tude
Cunceptval -30%o+0%
Preliminary - 0, lo +30%

Definitive ”-IN» to +20%

Conlrol •10% to +15%

N0T£S A80lff
Quality: he degree to which a set of inherent characteristics f\i|fiIIs QUALTYWANAGEMENT
requirements EX
PL Slandard Oeviation: a measure
Plan
Perform quail iy pfiilosopfi/ fiased on we fact lfial of diversity or data
odserYations iT is less expensive to present an efror
Management Assurance COfttFOl
{Pfl0Cf SS FOCTJSJ
Ouality lhaa to 1+x one
Taf4 (Total gual M g +nl}: every0ne
{Pf100tJCI F0CtJS)
in Organization is responsible l0r quality
KEY: Kalzen (contlnuous Improvement}:
delerr4ine if process is in c0nlrol or
constant process improvement sun £''hari:graph of a slallslic
Quality Metrics Work Perl. Data JET (JM s t• In•Time): nea I zero Over 1 i rue Io depicl change
Inpuk Quality bird Meas. Delivembles inventory; n0 spares Slallslleal Sampling: random
150 900t1: certification Ihal sampling lo cut costs ol I 00% sa rn ple
you documer I and lot tow processes eenohmarklng: comparing project quality
Ouality Management Six Sigma: 3. 4 detects per million, standards to those of olher projecls
Cost-Benefit Analysis fl9.90966a aisel specify cations FTowcharling: depictingrelalionships
Cost of Quality Three Sigma: z7o0 delerts per million, 0f C0IT1§0fI8n]'2 Ifi 8 pf08988
7 Basic Oudity Tools 99 73° meet specilirations Parelo Charl: depleting causes descendingiy
One SI gma: 317,500 deler Is rarEed by number of problems resulling
Oesign of Expenn enls Verified oeliverabies per m IIIion;68.25% meel spers. lr0m If e respective causes
Quality Conlrol Meas. Mutually Exclusive: one cdoire 5C8tt9r OT agf6m' gl0l 0l dcli ROI IIIA
Stafistica! Sampli +g Validated Changes or event excludes other possibilities against 2 variables to depicl
Add’lQuaI. Plng. Tools Cfiange Requesls Stallstlcal Independence: z outcomes possible sialislical correlation 0r
ate not dependent on eacn olher dependence
Oudity IYlanagrment Ran
Probab IIIty Distribution: table or graph
Outputs showing oatfleriatical possibility of an Gause 8 tffecl {lshl8awa/Fls fibo ne}
even1 occurria g 0la8iam: relating polrnlial uaflcrlying
causes to an eflecl or result In analysis

CONTROL
PROBABILITY OISTRIBJTIOP
CHART

Scatter Diagrams

Dlagfams Qualify Management & Control Tools: Altro ity Oiagrams, Process Oeclsion Prog Ham Pharls, lnterr elationsliip Oigraphs, free Oiag rams,

PL EX EX
MOTIVATIONAL THEORIES
Plan Human Acquire Develop Manage f1e8dS £',8iS1 in 8f1 hiPr8rSh y; Gfifitifl9 flePd8 in 0fl e
Resource Project Project Project category does not motivate unless the loyer level
Management Team Team Team oeefis are already met
KEY: Hg gb8Fg’5 M0ti¥6(iO0-H\gi809' h\§ iPfle |gC[0fS
Sldff ASSl9fim8filS do nol motivate but mast be present for
AClivity R8S0IJfC8 Human R8S00FC8 Team Bert Assessment moi atonaCacorstoludion
Inputs Requirements Management Plan Resource Calendars Issue Lop NcGregor's Theory-X & Theory-Y: X-mgrs
Work Perf. Reports believe conslanl supervision is necessary; Y-mgrs
Interpersonal Skills bfTTi9YfT §g0§lg 0ah b9 IflJSlBd IO W0fk
Training Observation s 0›nyersation
Org Charts & Pre-assignment healer's Contingency: ePectiveness of a
Project Performance
Position Descriptions Negotiation Team-building Activities leader's slyle (task- or relationship-oriented) is
Tools Ground Rules
Appraisals
contingent on lie situation
Conflict Management
Org. Theory Yirlual Teams Coloration l0tefggfS0P6l 5kiIIS
Recognition & Rewards rrotiYated by reeling their varying degrees of need
Human Resource Staff Assignments for (1) achievement, (2) power, or (3) affiliation
Outputs lylanagement Plan Resource Calendars Team Perl Assessments Charge Requesls
Expectancy: the realistic lbrlievabl8) expectation
ol a reward is a motivator
RAM (Responsibility /\ssIgnment Malrix): Constructive DestnJctiv8 Forms of Power MellJods of Origins of
work packages in row headings and roles in column
Team Roles Team Roles reward (besl) Conllict Resolution Project Conflict
ñeaâings; ctie:kaJ cms relate in lo rdss IniliatofS Aggressors sr rt (best) Problem solving’ Schedules
Information Seekers BlocktfS Legifmale Collado‹ation‘ Priorifies
RACI Chart: specific type ol RAM; cells contain Information Givers WitlidrawerS Referent Compromise Resources
R' Responsible, 'A'Accountable,'C' @rsult, or 'I' Encouragers Recognition Seekers Punishmenl (worsf) FOfClhg
Inform (relating role to woil‹ package) Clariliers topic Jun pens Interpersonal Smoothing
Sla/ling Management Plail: conlained in Harmonizers Oominalors
Shills
Withdrawal
HR Plan, h0W and wh9fi t0dITI will be Slaffed, Summarizers 0eyil’s Advocates
trained, and released Gate Keepers Leading
Inlluencing Effective
Decision making •Mosl effective methods

COMMUNICATIONS MANAGEMENT(COM)

PL EX MC
Plan C0frlftltJ0iCdti0rlS Management IJo. of Conlmunication Channels: n(n-1)+ 2
Control Communications
Manage Communications
” Communication Strategies: Interactive, Push, Pull
Contract-related Communications: formal &
ltEY:
wiilten Feedback: verbal & nonvefbaT cues mom
Project Communications Issue Log
PM Plan Mangement Nan listener
STakehol£er Register Work Perl Data
\ypty pgg ggpqg
Nonverbal Communications: body language,
Communication Requirempen.tsmun i fttionModels posture, facial expressions, hand molions; most
Analysis face la-face communication is nonverbal
Tools Comrrunicalion Models Commtnicatl0wNelOo6s Management systems
C0ITIftT0nlCdlI0fT MgtOOdS Performance reporting Paralin9ual: vocal bsl not verbal lone of voice,
Communications Management Plan yolurre, pitch
Work Perl Info Change Requests
Outputs Project Communications

COMMUNICATIONS MANAGEMENT
1. An effective project manager sqends 80% of lime communicating, the mosl important PI\1 skill!
2. Be proactft/e and thorough, always distributing accurate tnformallon in a timely manner lo the right aJdience
3. Comn unicalions Management Plan contains the following: Who sends and receives, that is sent, How il Is sent, How ohen it is updated, an0 a Glossary oterms

PL PL PL PL

Plan
PL Risk Identify Perform Perform Plan Risk Control
Risks Oualilative Ouanlitative Risks
Management fiish Analysis nis Analysis Responses
KEY:
Risk Mgmt Plan PM Plan
Projecl Charter score Baseiine Risk Mgmt Plan Risk Mgmt Plan Risk Mgmt Plan Risk Register
Stakeholder Reg. Act. CoSl ESlimates Risk Register Risk Register Rlsx Reglster Work Perl Data
Act. Dur. Estimates Worl‹ Perl Reports
Stfategles for Negative

Info Gathering Techs Risk Probability Strategies for Positive

Data Gathering &
8 Impact Assessment
Checklisl Analysls
Prob & Impact Matrix
RepresentaIionTec#s Risks (opportunities) Risk Audits
T0ol6 Analytical rechs Diagrammlng Teens OonIJngent response
Risk Categorization slrategles
SWOT AfId)\SlS Analysis & Modeling Analysis
'£ygeft Judgment Techs Reserve Analysis
Contingent Response
Strategles
t0ocumeUs Dozumens P‹ Documents
Outputs Updates ates

N0I£S fi80m
RISK MANAGEMENT
nisks: tlncertainties Strategies 80
Expected ’
Can be good or bad; Pt0bgbl| i S0ai Transfer U (EMY}

ooo *""" (SJ 000}

POSllive (g00d) fisks
Exploit (100%) Avoid (0%)
are opporlunities;
Negative (bad) rishs IYliligate
are threads
Actively or Passively EM¥{D) - 30’ñ z 15% r -$500 - -822.â0
MalrTx
 780982 760895

EX MC NOTES ABOJT
Control Procurements
Conduct Procurements PROCUREMENT MANAGEMENT
Procurement Management Close
KEY: Procurements ‹
Fixed Price
PM Pbn Firm Fixed Price Seller
Requirements Document Procurement Document Fixed Price w/ Economic Price Adjustment Seller
Source Selection Criteria PMRan
Inputs Activity Res. Requirements
Seller Proposals
Agreements Procurement Documents FlX9d QFIC6 Incentive ree Shared
Activity Cost Estmate Work Perl Dala
Make-0r•buy DeciSIOfIS Noel Reimbursable
Procurement SOW
\vot PertRepoñs
Cost Plus Fixed Fee Buyer
Bidder Confeences Cosl Plus Incentive Fee Shared
stem
Tools Prakash Evaluation Techs Procurement Time & Materials Buyer
Makg-0f-buy@aIysis
Independent Est. lfTSpeCti0hS & AUdlTS legotiaIions
Advertising Point of Total Assui*\plion: the cost point at which the seller
Procurement Negotiators assumes 100% of the risk ol additional cost irc‹eases

Selected Sellers PIA - Tuiget Cost * (ICeillng R1ce Tar et Pace- Bnyer's Share)
Procurement SOW Work Perl Info
Outputs Procurement Oocs. Procurement Docs. Closed Procurer+enis Price = Cost • Fee (or Prolif)
Source Selector Resource Calendars Ch6flgg RgQlJ9StS All COfllFdClS gfid fPlgl+'d Chtlflg0 f0QlJfTSfS dhd
Criteria Nake-or-buy communicalions are formal and writlen.
Decisions

NOTES ABOUT
IN PL EX MC STAKEHOLDER MANAGEMENT
Identify Plan
Stakeholders Manage Stakeholder
Stakeholder Management Conkol Stakeholder
Engagement Engagement
“The cruton and maintenance of relaLonshigs
with the aim to saDs\ needs”
KEY: Stakeholder * ' '” ’ ’ ‘'
Pr0jecl Charger Stakeholder (1) Anyone will an interest In the
Inputs Procuremenl Docs. stakefioider Re9ister Management Plan Issue Log project - positive or negative
Change Log
(2) Anyone who creates or causes
Tools Interpersonal Skills Information a need, is affected dy lhe need, or
Slakeholder Analysis Expert Judgment Ma»ar»r«»t sxiils Management5ystems would be affected by ltte solution
Stakeholder Issue Log Work Perl lnlo lnlo Management Syslem:
Outputs Slakeholder Regisler ManagementPlan change Requests Change facilitales the slorage and reporling
Requests of information

Before the Exam During the Exam Budget your time'

iti
Practice listng essental fomulas(earned value, Always Folios n Process Framework: 45 minutes for the last 50 queslions and Ihe ones skipped.
PERT and standard #eyiaton, comm channels, and PTA) Manage your review:
to list on scratch paper during pre-exam tulorid time. (1) Did you read Ihe question cof‹ecIly? (2l Docs the answer
Don’tTake The Easy Way Out iTi6lCh lh6 §IJ0Sti0fI S I0gtC? (3) ChflCk \0IJr ffl6th.
2. Find the testing cenler the previous day la eliminate Cfi008e lh8 8fl8Wfl I lh8t d08S f10t 1f181t1fitJ Sfi0ft8tll8 Of Ski99lfJ9
Manage anxiety:
9f0Ce88 8t8 8. DO lflP WON!
anxiety on exam day. Plan to amve 30 minutes early. II you begin to IeeI anxious, slop, lake a deep #reaIh, hold if
Act DireUly And Say What You Mean: lor 6 seconds, and release it slowly. 0r, take a quick break*
3. Bo not slay up late and cram lfie nlght before lfie exam; BE IOak II V8 8 Nimbly; fi8S0 dPG1810n8 0rJ butrun1 iflf0f n48li0n;
Read all fo‹ir answers and choose the BEST one:
get a frll night's rest d0 f101 9aSS 0f1 tfie IP890n5ibili US PM.
Ihey may all be good answers; one is lhe BEST answer
Know The Project Roles And Org Types: even if it is not the PERFECT answer.
4. Prepare a snack to bring if you need to eat The PM should always make the decision (do not delegale
somefhlng for energy during an exanl break. decision makng). Read the end of the questor first:
Don't get sluch:
5. Ensure lhe name on your Identification (2 forms, II a question will take several minutes to answer, mark it fo
1 governmenl issued with photo) matches the review Use your instncts to eliminate wrong answers:
name on your PMP* application. and come back to il laler lo nod run oul ol exam time.
Formula sheet: Inv@gaIe first
When facirg a decision, FIRST lind out, evaluate, assess,
fitter viewing the exam lutorial, use remaining lime before e arr
stads to create a formula sheet on ltte scratch paper. research, determine, understand, o‹ inyesIigafe before declding.