First See The Options, then Read the question!!!

Check in question, which Input, Tools & Technique or Output is being asked!!!
When Reading below, think how questions will be framed!!!
Mug Common Inputs, Common Outputs, and Common Tools and Techniques!!!

1. Project Integration: 
1. Project Charter:
1. Project Charter: Project Statement of Work is high level.  
2. According to the PMBOK® Guide, the project manager should be assigned
during the development of the project charter, which occurs in the Develop
Project Charter process. Not before or After.
3. Project charters include the product description and the business need for the
product or service of the project. The purpose of a project charter is to
recognize and acknowledge the existence of a project and commit resources
to the project. The project charter is written after the project has been
selected. 
4. Project charter authorizes the project, and to allocate resources for the
managers. 
5. Project charter must have criteria for customer satisfaction. 
6. The project charter, which is an input to the Close Project or Phase process,
contains the project success criteria and approval requirements. Agreement as
input decides the closure criteria of the project.
ii. Direct & Manage Project Work: 
1. Purpose of Kick-Off meeting. Everyone understand the project purpose. Not
a place to voice concern on project scope.
ii. Schedule forecasts and cost forecasts are inputs to the Monitor and Control
Project Work [Link] method of forecasting is called time series methods.
Forecasting is not a tool and technique of the Monitor Communications process.
iii. Stage Gates is not a PMI term. Project Phase is. 
iv. Matrix Diagram shares relation between, factors, cause and objectives.
v. Ineffective change control: when change is accepted, without going through change
control board. 
vi. Policies and procedures are established outside the project
vii. The Close Project or Phase process is always required at the close of a project.A Must
process. 
viii. Change & Configuration management:
1. Only approved change leads to re-baselining. Check for approved change. 
2. Whenever a change request may impact any of the project baselines, a formal
integrated change control process is always required. When required, the
Perform Integrated Change Control process includes a change control board
(CCB), which is a formally chartered group responsible (usually the project
sponsor or project manager) for reviewing, evaluating, approving, deferring,
or rejecting changes to the project and for recording and communicating such
decisions.
3. Before the baselines are established, changes are not required to be formally
controlled by the Perform Integrated Change Control process. Once the
project is baselined, change requests go through this process. The Perform
Integrated Change Control process is conducted from project start through
completion and is the ultimate responsibility of the project manager. 
4. Change control systems are documented procedures that describe how to
submit change requests. They track the status of the change requests,
 document the management impacts of change, track the change approval
status, and define the level of authority needed to approve changes. Change
control systems do not approve or deny the changes—that's the responsibility
of the change control board (CCB). CCB doesn’t monitor the implementation
of change request. 
5. The other names for CCB's may include TAB, which stands for technical
assessment board; TRB, which is a technical review board; and ERB, which
is an engineering review board.
6. Configuration Management Plan. (INPUT To INTEGRATED CHANGE
Request) A component of the project management plan that describes
how to identify and account for project artifacts under configuration
control, and how to record and report changes to them. Any change in a
configuration element should be formally controlled and will require a
change [Link] requests may require information on estimated
schedule impacts and estimated cost impacts prior to approval. 
7. Change Control vs Configuration control: Configuration control is focused
on the specification of both the deliverables and the processes. While
change control is focused on identifying, documenting, and approving or
rejecting changes to the project documents, deliverables, or baselines.
8. Change control should be applied once the first version of a deliverable
has been completed for:
1. Corrective action.
2. Preventive action.
3. Defect repair.
4. Updates
9. Configuration control tool:
1. Identify configuration item
2. Record and report configuration item status
3. Perform configuration item verification and audit
10. Change control tool
1. All the items of Configuration Control tool
2. Identify change
3. Document change
4. Decide on change 
5. Track change: (Not Monitor, it means change info sent back)
11. Change Control tool doesn’t monitor changes. 
12. Change Log has info on accepted and rejected changes.
ii. Close Project TT: Regression analysis examines project variables and how they
contributed to project outcomes for the purpose of improving performance on future
projects.
iii. Defect repair: Fixing error. Corrective Action:  Bringing future results back into
alignment with the plan.
iv. Cost baselines and schedule baselines are used to measure performance in the
Executing and Monitoring and Controlling processes. Not Variance!!
v. Close Phase: Finalizing project work to formally complete the project or project
phase. Final product, service, or result transition is an output of the process
vi. Lessons learned focus on 
1. what went well
2. what didn’t
3. how to improve in future. 
2. At the end of a project or phase, the information is transferred to an organizational process
asset called a lessons learned repository.
3. Establishing the project governance structure is part of Initiation. Done at the initial
stage itself.  
4. Issue log is first created in The Direct and Manage Project Work process.
5. A project management plans is MUST for ALL project.
6. Customer determines the scope of the project.
 7. Change control systems are a subset of the configuration management system.
Change control systems manage changes to the deliverables and/or project baselines.
8. Direct and manage project work: Defect repair, via approved change request. 
9. Status review meetings are a type of work performance report, which is an output of
Monitor and Control Project Work. Project Status meeting: are to report status, not
demo or sign-off etc. Are a type of WPR, not WPI.
10. A technical performance measurement compares technical accomplishments to the
project management plan.
11. Lessons learned register is ALSO input of manage project knowledge process.  
12. KNowledge management Tools
1. Work shadowing and reverse shadowing;
2. Discussion forums such as focus groups;
3. Knowledge-sharing events such as seminars and conferences;
4. Workshops, including problem-solving sessions and learning reviews
designed to identify lessons learned; and
5. Storytelling.
ii. Deliverables: Any unique and verifiable product, result, or capability to perform a
service that is required to be produced to complete a process, phase, or project
iii. Groups of 5 to 11 participants make the most accurate decisions.
iv. The Executing process group focuses on completing the project deliverables. The key
is that this is done within budget and schedule.
v. Weak matrix organizational structures tend to experience the least amount of stress
during the project closeout processes.
vi. The most difficult aspect of the Direct and Manage Project Work process is
coordinating and integrating all the project elements. 
vii. Historical information on project helps in verifying project assumption. 
viii. Baseline truly determines the project progress, on what has completed and what
hasn't. 
ix. Project closure: 
1. Review individual performance 
2. Releasing and redeploying the resources
3. Transferring ongoing activities to functional management 
hh. Key concepts for Project Integration Management include:
1. Project Integration Management is the specific responsibility of the project
manager and it cannot be delegated or transferred. The project manager is
the one that combines the results from all the other Knowledge Areas to provide an
overall view of the project. The project manager is ultimately responsible for
the project as a whole.
2. Projects and project management are integrative by nature, with most tasks involving
more than one Knowledge Area.
3. The relationships of processes within the Project Management Process Groups and
between the Project Management Process
4. Project Integration Management is about:
1. Ensuring that the due dates of project deliverables, the project life
cycle, and the benefits realization plan are aligned;
2. Providing a project management plan to achieve the project
objectives;
3. Ensuring the creation and the use of appropriate knowledge to and from the
project;
4. Managing project performance and changes to the project activities;
5. Making integrated decisions regarding key changes impacting the
project;
6. Measuring and monitoring progress and taking appropriate action;
7. Collecting, analyzing and communicating project information to relevant
stakeholders;
8. Completing all the work of the project and formally closing each phase,
contract, and the project as a whole; and
9. Managing phase transitions when necessary.
2. Project Scope:
a. Project scope statement include constraints, assumption and requirements. 
b. Scope statement has Deliverables detail, acceptance criteria, product scope.  It serves
as a basis for future project decisions. 
c. Project Scope Statement : Detailed. Covers strategic objective of the project via big
picture.
d. Deliverables will have different levels of decomposition depending on their
complexity.
e. Scope baseline has scope statement, wbs, wbs dictionary.
f. Deliverables are unique and verifiable products or results that must be produced or
performed to consider the project or project phase complete.
g. Decompose deliverables, Not requirement. 
h. Constraint is : A limiting factor that affects the execution of a project,
program, portfolio, or process.
i. project scope identifies the work that needs to be accomplished to deliver a product,
service, or result with the specified features and functionality.
j. Transition and readiness requirements describe temporary capabilities, such as data
conversion and training requirements, needed to transition from the current as-is state to the
desired future state.
k. Product analysis is a tool and technique of the Define Scope process, not an element
of the project scope statement. Product analysis includes techniques such as value
engineering, value analysis, systems analysis, systems engineering, product
breakdown, and functional analysis. 
l. Deliverables will have different levels of decomposition depending on their
complexity.
m. According to the PMBOK Guide, the project scope statement, not the project
®

charter, is used as a baseline for evaluating change requests and for guiding the
project team's work through the Executing processes.
n. Scope Creep: Uncontrolled and unplanned changes. 
o. Gold Plating: Addition in project scope, just to consume project budget. 
p. A change to the agreed-upon WBS tells you we're talking about scope changes. The
scope change was approved and appropriate planning processes already were
updated, as the question states. Costs and schedules are baselines that might be
significantly impacted when changes to scope occur. If the changes are substantial, so
the baselines should be adjusted.
q. The outputs of the Define Scope process are the project scope statement and the
project documents updates.
r. The scope management plan outlines how project scope will be managed and how
scope changes will be incorporated into the project. 
s. Scope Validation only happens at the end of each phase. 
t. Brainstorming is a part of alternatives analysis, which is a data analysis tool and
technique of the Define Scope process. Lateral thinking is also a type of alternatives
analysis.
u. Validate scope is repeated for each iteration in an Agile life cycle approach and at the
phase review for a predictive life cycle approach.
v. WBS
i. Requirements are the foundation of the WBS and cost, schedule, and quality
planning are all developed from the requirements.
ii. A control account can be placed at any level of the WBS and is used for
earned value measurement calculations regarding project costs. It is a
management control point where scope, budget, actual cost, and schedule
are integrated and compared to earned value for performance
measurement.
iii. Assumptions are events or actions believed to be true for planning purposes. 
 iv. The classic triple constraints are time, cost, and scope, which can affect
quality and are usually present on all projects. Most likely, one or two of
these constraints will be the primary driver on a project. Constraints other
than the triple constraints will be present on most projects. The organizational
structure does not impact the way you manage or deal with constraints. 
v. Code of Account: The numbering system is a unique identifier known as the
code of accounts identifier, which is used to track the costs of the WBS
elements. WBS element == Work package. 
vi. Control Account: A control account consists of two or more work packages
and may also contain one or more planning packages. Control accounts track
costs, schedules, and scope. Planning packages do not contain information on
schedule [Link] packages are inserted below the control account
and above the work package level of the WBS.
vii. WBS creation. The major deliverables(which can be whole project as well)
should be the first level of decomposition, followed by the constituent
components of the deliverables.
viii. Identification of lower-level WBS components occurs after the major
deliverables have been identified.
ix. Progressive elaboration: Project scope to WBS creation. (Going in Steps.)
x. (OUT OF SCOPE)WBS work breakdown structure is decomposition of
deliverables. The five steps of decomposition 
1. identify major deliverables, 
2. organize and determine the structure, 
3. identify lower-level components, 
4. assign identification codes, 
5. verify correctness of decomposition.
ii. Milestone list is not part of activity list, it is part of WBS dictionary
iii. VERY IMPORTANT!!! WBS dictionary a detailed documentation on each
elements of WBS. (Have everything like acceptance criteria, detailed
deliverable, scheduling information of each component, except resource
and activity list): 
1. Code of account identifier
2. Description of work,
3. Assumptions and constraints
4. Responsible organization,
5. Schedule milestones, Milestone List
6. Associated schedule activities. 
7. Resources required,
8. Cost estimates,
9. Quality requirements,
10. Acceptance criteria,
11. Technical references, and
12. Agreement information.
b. key concepts for Project Scope Management include:
i. Scope can refer to product scope (the features and functions that characterize a
product, service, or result), or to project scope (the work performed to deliver a
product, service, or result with the specified features and functions).
ii. Project life cycles range along a continuum from predictive to adaptive or agile. In a
life cycle that uses a predictive approach, the project deliverables are defined at the
beginning of the project and any changes to the scope are progressively managed. In
an adaptive or agile approach, the deliverables are developed over
multiple iterations where a detailed scope is defined and approved for at
the beginning of each iteration.
iii. Completion of the project scope is measured against the project
management plan. Completion of the product scope is measured against
the product requirements.
3. Project schedule 
a. Project Schedule Management allows for the combining of Sequence Activities,
Estimate Activity Durations, and Develop Schedule processes into one process that
can be completed by one person.
b. Grantt Chart : Bar Chart: Shows start, end and duration.   
c. Activity attributes are used to identify level of effort, discrete effort, and apportioned
effort.
d. Resource levelling : Adjusting start or end date of activity to meet the demand of the
resource with available supply. Resource leveling (Critical Path) is used for
overallocated resources and allows for changes to the schedule completion dates.  
e. Resource Smoothing: Adjusting activities to meet the demand of the resource with
available supply, without changing critical path. 
f. There isn't a term like Statistical estimation. It will most likely be Parametric estimate
to take historical variable and then do stats on it. 
g. CPM uses the most likely estimate to determine activity duration estimates, which is
85. The expected value is calculated as follows: optimistic + pessimistic + (4 × most
likely) ÷ 6. Here is the formula for this question: 70 + 100 + (4 × 85) ÷ 6 = 85. 
h. Start-to-finish is the relationship that's rarely used and finish-to-start is the most
commonly used logical relationship in PDM.
i. First, you must determine expected value. That formula is as follows: optimistic + 
pessimistic + (4 × most likely) ÷ 6. Here is the formula for this question: 108 + 126 + 
(4 × 114) ÷ 6 = 115. Next, you need to determine the standard deviation. Standard
deviation is calculated as follows: pessimistic – optimistic ÷ 6. Here is the standard
deviation formula for this question: 126 – 108 ÷ 6 = 3. The 68 percent confidence
level is determined by adding and subtracting one standard deviation to the expected
value. Therefore, the range of dates for this question is 112 days to 118 days.
j. Monte Carlo analysis is the most commonly used simulation technique in the
Develop Schedule process. It is only for Develop schedule and Quantitative risk
analysis. Part of the what-if scenario analysis tool and technique.
k. The arrow diagramming method (ADM) sometimes requires the use of dummy
activities to define the logical relationships correctly.
l. Changes to the start and finish dates of activities in the schedule are called revisions.
When changes are made to the schedule that will cause significant schedule delays,
you should re-baseline the schedule.
m. Crashing and fast tracking are schedule compression techniques that shorten the
schedule. 
n. The critical path is established by calculating the dates: Early start, early finish,
late start, late finish.
o. Work authorization systems are a part of the enterprise environmental factors input of
the Sequence Activities process. They formally initiate the work of each work
package and clarify the assignments.
p. PERT is 3 Step verification.
q. Schedule variances will sometimes—but not always—impact the schedule. Changes
to noncritical path tasks will not likely impact the schedule, but changes to critical
path tasks will always impact the schedule.
r. Critical path method: Early Start, Late start, Early finish, Late finish, and float for all
activitties. The critical chain is a resource-constrained critical path that adds duration
buffers to help protect schedule slippage. 
s. The critical chain method addresses limited resources and uncertainties in the
project. It often changes the critical path and is accomplished by adding buffers
(nonwork activities) to the schedule. Criticality analysis determines the risk
impact to critical path tasks on the project schedule.
t. The PMBOK® Guide uses the term hammocks for summary-level activities on
project network diagrams.
 u. Sequence Activities Dependency defined by project team:  
i. Discretionary : Not mandatory, but best practice. Preferred logic,
preferential logic, and soft logic (can create arbitrary total float values, and
they can also limit scheduling options.) 
ii. Mandatory: Often involve physical [Link] logic. Related to the
nature of the work being done.
iii. Internal:Within Team’s control.
iv. External:Outside project team’s control. Govt Legal procurement. 
b. Key concepts for Project Schedule Management include:
i. Project scheduling provides a detailed plan that represents how and when the project
will deliver the products, services, and results defined in the project scope;
ii. The project schedule is used as a tool for communication, managing
stakeholder expectations, and a basis for performance reporting
iii. When possible, the detailed project schedule should remain flexible
throughout the project to adjust for knowledge gained, increased
understanding of the risk, and value-added activities.

4. Cost
a. Activity costs and work package costs should include contingency reserves. Work
package costs are aggregated into control accounts that aggregate to the cost baseline.
The project budget includes both contingency reserves and management reserves. The
cost baseline includes only contingency reserves.
b. Cost baseline is an S curve. Earned value, uses S curve. 
c. Analogous is fastest means to estimate. 
d. Indirect cost, allocated equitably on multiple projects
e. Management Reserve: reserve for Higher management. ONly for emergency. 
f. Cost management plan can establish: 
i. Units of measure
ii. Level of precision
iii. Level of accuracy.
iv. Organizational procedures links
v. Control thresholds.
vi. Rules of performance measurement
vii. Reporting formats
viii. Process descriptions
ix. Additional details
b. Control Cost
i. Influencing the factors that create changes to the authorized cost baseline;
ii. Ensuring that all change requests are acted on in a timely manner;
iii. Managing the actual changes when and as they occur;
iv. Ensuring that cost expenditures do not exceed the authorized funding by
period, by WBS component, by activity, and in total for the project;
v. Monitoring cost performance to isolate and understand variances from
the approved cost baseline;
vi. Monitoring work performance against funds expended;
vii. Preventing unapproved changes from being included in the reported cost
or resource usage;
viii. Informing appropriate stakeholders of all approved changes and
associated costs;
ix. Bringing expected cost overruns within acceptable limits.
b. Percentage Project is complete = EV/BAC.
c. TCPI is 1.1 means earn 1.1. for every 1 spent. The to-complete performance index
determines the cost performance that must be realized for the remaining work of the
project to meet a goal such as BAC or EAC. NOT EVM. 
d. Life-cycle costing = Project + Operation cost. 
 e. Planned value is the cost of work that has been authorized and budgeted for a
schedule activity or WBS component
f. Earned value management (EVM, also called Earned value analysis
(EVA)) is a commonly used Method of performance measurement for
projects. It compares the performance measurement baseline to the actual
schedule and cost performance. EVM integrates the scope baseline with the cost
baseline and schedule baseline to form the performance measurement baseline.
EVM develops and monitors three key dimensions for each work package and
control account. The earned value measurement (EVM) technique continuously
monitors and measures planned value (PV), earned value (EV), and actual cost
(AC).
g. BAC = Total Planned Value of the project.
h. The cost management plan should describe how the costs will be captured for the
project, and there could be different methods for different stakeholders at varying
times on the project.
i. discretionary costs (Advertising. Building maintenance), which doesn’t impact short
term profitability.  
j. Sunk cost refers to money that has already been expended. Keep in mind that sunk
costs should not be considered when determining whether or not to continue with a
project.
k. The forecast of the likely total costs of the project is the estimate at completion
(EAC) formula, which is an output of the Control Costs process.
l. Law of diminishing return, a point when more investment, doesn't yeild more value.
m. Earned value (EV) involves -> %of planned work completed.
i. Value of the work performed expressed in terms of the budget authorized
for that work.
ii. Progress measurement criteria, which should be established for each WBS
component to measure work in progress.
iii. Budget associated with the authorized work that has been completed.
b. Key concepts for Project Cost Management include the following:
i. Project Cost Management is primarily concerned with the cost of the resources needed
to complete project activities, but it should also consider the effect of project decisions
on the subsequent recurring cost of using, maintaining, and supporting project
deliverables.
ii. Different stakeholders will measure project costs in different ways and at
different times. Stakeholder requirements for managing costs should be considered
explicitly.
iii. Predicting and analyzing the prospective financial performance of the
project's product may be performed outside the project, or it may be part
of Project Cost Management.
b. If BAC=300K, PV=190K, AC=120K, EV=150K, then it means: (do not doubt
your confidence on Maths!!)
i. Less has been accomplished than was planned.
ii. Less has been spent than was planned.
iii. Continuing performance at the same efficiency with no
management intervention, the project will probably be
completed behind schedule and under budget.

4. Quality
a. Manage Quality uses Audit, and Control quality uses inspection.
b. Matrix diagram shows the strength of relationship between factors, causes and
objectives in form of matrix of rows and columns. 
c. Manage quality is the process of translating the quality management plan into
executable quality activities that incorporate the organization's quality policies
into the project.
d. Crosby(cost of quality guru, devising the zero defect practice): Juran: Cost of Quality:
Fitness of Use. W. Edwards Deming conjectured that the cost of quality is a
 management problem 85 percent of the time and that once the problem trickles down
to the workers, it is outside their control. Kaizen japanese qualitty improvement
method means continuous improvement, [Link] is the grandfather of the
Plan-Do-Check-Act model.
e. Precision means values of repeated measurements are clustered, and have little
scatter. Accuracy means value is very close to the true value. 
f. TQM is part of management list. and mgnt responsibility
g. Rule of Seven. When seven measurements come on the same side of the chart 
h. Run chart: Project progress chart, measured against a mean with deviations.  
i. Rule of 7 or more points below the mean, process needs improvement. Engage cause
and effetct, ishiawa diagram.
j. The primary goal of the Manage Quality process -> identify ineffective and
inefficient processes by auditing the quality requirements -> Continuous process
improvement is an outcome or result of the Manage Quality process.
k. Manage Quality: Continuous improvement process. 
l. Projects are temporary, decisions about the COQ over a product's life cycle are often the
concern of portfolio management, program management, the PMO, or operations.
m. The tools and techniques of the Plan Quality Management process are the most often
used quality tools and techniques on projects.
n. The primary cost of meeting quality requirements for a project is the expenses
incurred while performing project quality management activities, not just using the
tools and techniques of the process.
o. Project Quality Management (incorporating the organization's quality policy regarding
planning, managing, and controlling project and product quality requirements )
i. To Meet Stakeholder objectives. 
ii. Continuous process improvement activities as undertaken on behalf of
the performing organization
b. 1 Standard deviation = (Optimistic value - Pessimistic value)/6
c. Operational Definitions: Another name for quality metrics,  has a metric
d. Control Quality: For project work. Quality Audit: for project processes. 
e. Tolerance and control limit, bot for project and product. 
f. quality processes → Quality improvements. They might help improve efficiency or
effectiveness on the project, thereby increasing the value of the project and exceeding
stakeholder expectations. 
g. Identifying lessons learned is the objective of quality audits, not quality
improvements.
h. Grade is part of scope, quality is part of quality
i. Cost of quality, total cost of quality throughout the product life cycle
j. Quality is a degree to which a set of inherent characteristics fulfill requirements. 
k. Plan Quality TT: 
i. Data Analysis (Plan Quality TT):
1. TT Cost Benefit : data Analysis purpose:TT of Plan Quality, plan
risk response: The primary benefits of meeting quality
requirements include less rework, higher productivity, lower
costs, increased stakeholder satisfaction, and increased
profitability.
2. Cost of quality : Data Analysis (Plan Quality TT):
1. Prevention costs (like Safety Measures, Auditing cost)
2. Appraisal costs (training cost)
3. Failure costs (internal/external)
1. which is cost of poor quality (failure cost), cause
Rework
1. internal (found by the project team)
2. external (found by the customer) 
ii. Data Gathering (TT Plan Quality) 
 a. Benchmarking
i. To identify best practices and generate ideas for
improvement.
ii. To provide a basis for measuring performance.
iii. Within the performing organization or outside of it.
iv. Within the same application area Or in a different
application area.
ii. Data Representation TT
a. Flowcharts: (TT of Plan Quality and Manage Quality) 
i. SIPOC (suppliers, inputs, process, outputs, and
customers) model
ii. To know where defect can occur. Or they can be used for
process improvement  
iii. Also called process flows or process flow diagrams
b. Logical data models:
i. Data representation tool of plan quality management TT.
A visual representation
ii. To identify where data integrity or other quality issue
might arise
iii. It is described in business language and independent of
any specific technology
b. Matrix Diagram: (TT of Plan Quality and Manage Quality) 
i. L, T, Y, X, C, and roof–shaped
ii. relationships among different factors, causes, and
objectives that exist between the rows and columns that
form the matrix. 
iii. Identifying the key quality metrics that are important for
the success of the project.
b. Mind Mapping:
i. Single Quality Concept drawn as Image. With factors
linked to it. 
ii. For Rapid representation

z. Manage Quality TT
1. Process Analysis Technique: (data analysis TT of Manage
Quality) identifies opportunities for process improvements. This
analysis also examines problems, constraints, and non-value-
added activities that occur during a process.
2. Cause-and-effect diagrams.(Data representation TT of Manage
Quality,  & Control Quality). Also called why-why diagram.
Ishikawa diagrams, fishbone diagrams, herringbone diagrams)
are causal diagrams created by Kaoru Ishikawa that show the
causes of a specific event.
3. Affinity diagrams, (Data representation TT of Manage Quality)
1. Organize large numbers of ideas to be classified
into groups for review and analysis. 
2. Organize potential causes of defects into groups
showing areas that should be focused on the most.
3. A data representation TT (like mind mapping)
for Collect Requirement & Manage Quality.
iv. Scatter diagrams. (Data Representation TT of Manage Quality &
Control Quality). Relation between two variable. Item on Y-axis,
defect on X-axis. Other data representation tools you could use in
this process, including PDPCs (process decision program charts,
like an organizational chart and are useful for contingency
 planning.), interrelationship digraphs, tree diagrams,
prioritization matrices, and activity network diagrams. 
iv. Histogram((Data representation TT of Manage Quality &
Control Quality)): the number of defects per deliverable, a
ranking of the cause of defects, the number of times each process
is noncompliant.
iv. Design for X: (TT of Manage Quality) is a set of technical
guidelines that may be applied during the design of a product for
the optimization of a specific aspect of the design. DfX can
control or even improve the product's final characteristics. The
X in DfX can be different aspects of product development, such
as reliability, deployment, assembly, manufacturing, cost,
service, usability, safety, and quality. Using the DfX may result in
cost reduction, quality improvement, better performance, and
customer satisfaction.
iv. Problem solving (TT of Manage Quality)) involves defining
problems by asking questions to separate the causes of the
problem from the symptoms. 
iv. Design of experiments (DOE) is a systematic method to determine
the relationship between factors affecting a process and the output of
that process. In other words, it is used to find cause-and-effect
relationships. Design of Experiment: Manage Quality: Determine the
type and number of tests, and asses their impact on cost of quality.
Also are failure analysis quality improvement.

aa. Control Quality TT

1. Data gathering 
1. Checklists: managing the control quality activities in a
structured manner
2. Check sheets: Collection of data in structured manner. 
3. Statistical Sampling: A selective quality assessment, then
generalizing for mass. (TT of Plan Quality & Control Quality)
2. Control Chart: TT of Control Quality. Data representation tool
1. Control Chart: 3 Standard Deviations.
2. Control limits are set at 3 standard deviation. 
3. Standard deviation 
 1 standard deviation 68.2%  probability of
completion
 2 Standard deviation 95.5% probability of
completion 
 3 standard deviation 99.7% probability of
completion
d. Upper Limit and Lower Limit of Control Chart reflects -
The requirements. Reflecting the maximum and
minimum values allowed.
d. Control charts can be used to monitor any type of output
variable—including project management processes—but
are most often used to track repetitive activities. Identify
the trend. control charts may also be used to monitor 
1. cost and schedule variances, 
2. volume, frequency of scope changes, or other
management results to help determine if the
project management processes are in control.
bb. Inspections are also called reviews, peer reviews, walkthrough, and audits. 
 bb. Capability Maturity Model Integration (CMMI) is used by organizations to assess and
improve performance. The model uses five stages of maturity to assess development.
bb. ISO is the International Organization for Standardization. According to the PMBOK®
Guide, the Project Quality Management Knowledge Area is designed to be in
alignment with ISO. SOP is standard operating procedure, CAPA is Corrective and
Preventive Action, and FAI is First Article Inspection. All of these practices are used
in different industries to manage quality. ISO 900 is not quality management system
or Quality control system. They are method of following procedure. 
bb. Six Sigma Skills: Yellow, Green, Black belt, Master Black Belt. 1 sigma (68.27
percent level of accuracy), 2 sigma (95.46 percent level of accuracy), 3 sigma (99.73
percent level of accuracy), and 6 sigma (99.99 percent level of accuracy).
bb. Key concepts for Project Quality Management include:
1. •Project Quality Management addresses the management of the project and the
deliverables of the project. It applies to all projects, regardless of the nature of their
deliverables. Quality measures and techniques are specific to the type of deliverables
being produced by the project.
2. •Quality and grade are different concepts. Quality is “the degree to which a set of
inherent characteristics fulfills requirements” (ISO 9000). Grade is a category
assigned to deliverables having the same functional use but different technical
characteristics. The project manager and team are responsible for managing trade-offs
associated with delivering the required levels of both quality and grade.
3. •Prevention is preferred over inspection. It is better to design quality into deliverables,
rather than to find quality issues during inspection. The cost of preventing mistakes is
generally much less than the cost of correcting mistakes when they are found by
inspection or during usage.
4. •Project managers may need to be familiar with sampling, including
attribute sampling (the result either conforms or does not conform) and
variable sampling (the result is rated on a continuous scale that measures
the degree of conformity).
5. •Many projects establish tolerances and control limits for project and
product measurements. Tolerances (the specified range of acceptable
results) and control limits (the boundaries of common variation in a
statistically stable process or process performance).
6. •The cost of quality (COQ) includes all costs incurred over the life of the product by
investment in preventing nonconformance to requirements, appraising the product or
service for conformance to requirements, and failing to meet requirements (rework).
Cost of quality is often the concern of portfolio management, program management,
the PMO, or operations.
7. •The most effective quality management is achieved when quality is incorporated into
the planning and designing of the project and product, and when organizational
culture is aware of and committed to quality.

6. Resource
a. Acquire resources EEF
i. Marketplace conditions;
ii. Organizational structure;
iii. Geographic locations.
iv. Availability, competence levels, and prior experience for team resources
and resource costs
b. TT of Acquire Resource:
i. Decision making
ii. Interpersonal and team skills
iii. Pre-assignment (identified in an agreement with customer or partner)
iv. Virtual teams
b. Resource Calendar: Time Resource will be available. Resource Level. And
Commitment. A Resource histogram is often used in the resource management plan
to display the individuals (or resource groups) and the time frames they're needed on
the project.
c. Tuckman-Jensen developed the stages of team formation: Forming, Storming,
norming, performing, adjourning.
d. War-Room: Specific Meeting room, for project team. 
e. For Demotivated team, as the project progresses, you should use different techniques
to perform these processes, including techniques to motivate, lead, and coach. The
techniques you'll use will depend on the makeup of the project team and the
stakeholders involved in that stage.
f. Resource limited schedule: When resources occupied in multiple projects, then PM
develop this.
g. Ground rules is a conflict management tool and technique of the Develop Team
process. They describe acceptable behavior and outline guidelines for the teams to
reduce misunderstanding.
h. Team building does occur throughout the life of the project, but ground rules are what
establish clear expectations and behaviors for project team members. 
i. Activity Resource is completed before activity duration.
j. Enterprise environmental factors of the Plan Resource Management process include
organizational factors, technical factors, interpersonal factors, location, and political
factors. It can also include organizational structures, collective bargaining
agreements, and economic condition constraints
k. Colocation vs Virtual Team. 
l. Sapir-Whorf Hypothesis: Understanding of local country N culture improves
performance.  
m. Parkinsons's law: Bloating time by resourcing for the work. 
n. Student Syndrome, a form of procrastination : waiting up until last moment.  
o. RACI Chart: Team member's involvement in each activity. 
p. Conflict Resolution
i. Smoothing (also known as accommodating) and withdrawal (also known as
avoidance) are both lose-lose techniques. 
ii. Forcing is a win-lose technique. 
iii. Compromise and reconcile is where neither side wins or loses. 
iv. Collaborate-Problem Solve: Win-Win. 
b. 360-degree feedback. It's part of the project performance appraisals tool and
technique of the Manage Team process. Manage Team is the process of tracking
team member performance, providing feedback, resolving issues, and managing
team changes to optimize project performance. The key benefit of this process is
that it influences team behavior, manages conflict, and resolves issues. This
process is performed throughout the project.
c. The responsibility assignment matrix links Activities or Work Packages with the
Project team member, which ensures only one persons is accountable for the task, to
avoid confusion. RAM-> OBS<->WBS. RACI Chart is example. On larger projects,
RAMs can be developed at various levels. For example, a high-level RAM can
define the responsibilities of a project team, group, or unit within each
component of the WBS. Lower-level RAMs are used within the group to designate
roles, responsibilities, and levels of authority for specific activities.
d. The chaotic meeting scenario is a result of a lack of ground rules. Ground rules
determine acceptable team behavior and rules that should be applied during meetings.
As the scenario exhibits, a lack of ground rules can lead to poor productivity and
waste of time.
e. The roles and responsibilities component of the resource management plan
documents the kinds of skills required and the time frames in which these skills are
needed on the project.
f. The existing human resources, personnel policies, and organizational culture
components of the enterprise environmental factors input of the Plan Resource
Management process. Competency is part of the staffing management plan, which is
a component of the output of this process.
 g. A resource breakdown structure (RBS) shows the project by resource types even
though the individuals might report to different departments. An RBS helps track
project costs.
h. Key concepts for Project Resource Management include the following:
i. •Project resources include both physical resources (equipment, materials, facilities,
and infrastructure) and team resources (individuals with assigned project roles and
responsibilities).
ii. •Different skills and competences are needed to manage team resources versus
physical resources.
iii. •The project manager should be both the leader and the manager of the project team,
and should invest suitable effort in acquiring, managing, motivating, and empowering
team members.
iv. •The project manager should be aware of team influences such as the team
environment, geographical location of team members, communication among
stakeholders, organizational change management, internal and external politics,
cultural issues, and organizational uniqueness.
v. •The project manager is responsible for proactively developing team skills and
competences while retaining and improving team satisfaction and motivation.
vi. •Physical resource management is concentrated on allocating and utilizing the
physical resources needed for successful completion of the project in an efficient and
effective way. Failure to manage and control resources efficiently may reduce the
chance of completing the project successfully.

7. Procurement
a. Claim Administration of Control Procurement TT primary dispute resolution process.
b. Plan Procurement Management can directly influence the project schedule. 
c. Teaming agreemnt: Join venture of the firm, where one is a manager. 
d. prime contractor- buyer of contract.
e. Fixed-Price Contracts where buyer has to precisely specify the product or service
being procured. 
f. Alternative dispute resolution, (use in procurement if claim administration fails) 
1. Arbitration 
2. Mediation 
3. Litigation
4. NOT Audit
g. Bid vs Proposal: Bid is used when selection on price.
g. fait accompli tactic of contract negotiation, One party claims the issue under
discussion has already been decided and can't be changed.
g. Vendor Screening System, like Vendor must have engineer. It is different from
weighted model. 
g. Stage of Procurement 
1. The requirements phase is where the SOW is prepared. 
2. The requisition phase is where the RFP is prepared.
3. The solicitation phase is where bids and proposals are prepared.
However, evaluation criteria are not applied and reviewed until the
award phase. 
4. The fourth phase is where the contract is awarded. 
g. The procurement audit examines the procurement processes from Plan Procurement
Management through the Close Project or Phase process.
g. Cost-reimbursable contracts carry the highest risk for the buyer because the
total cost of the goods or services purchased is uncertain and the seller charges
all costs to the buyer with no preset cap. 
g. Lump Sum Contract== Fixed price contract.
g. Requisition is the contract life-cycle phase in which project objectives are refined and
potential qualified vendors are reviewed.
 g. Bidder conferences are also known as vendor conferences, prebid conferences,
and contractor conferences.
g. Source selection criteria is an output of the Plan Procurement Management process
and an input to the Conduct Procurements process. The criteria might be either
objective or subjective.
g. Procurement audits review the procurement process from Plan Procurement
Management through the Control Procurements process. The RFP process is part of
the Conduct Procurements process, which would be reviewed as part of a
procurement audit.
g. Procurement Documents - They are an input of the Conduct Procurements
process on which seller proposal is received:
1. Procurement management Plan : How?, timetable?, legal jurisdiction,
independent estimate, prequalified sellers, currency of payment, risk?,
assumption & constraint?
2. Procurement Stratergy: type of procurement, phases in procurement,
procurement delivery method.
3. Procurement Statement of Work: Description of procurement items.
Very detailed. The terms of reference (TOR) can be used to describe the
scope of work for professional services contracts in place of a SOW
4. Request for information (RFI): when more information on the goods and
services to be acquired is needed from the sellers. It will typically be
followed by an RFQ or RFP
5. Request for quotation (RFQ): when more information is needed on how
vendors would satisfy the requirements and/or how much it will cost.
6. Request for proposal (RFP). An RFP is used when there is a problem in
the project and the solution is not easy to determine. This is the most
formal of the “request for” documents and has strict procurement rules
for content, timeline, and seller responses.
vii. Negotiation, using ADR, is the preferred method of settling claims or disputes in the
Control Procurements process. After claim administration.
vii. The qualified seller list provides information about the sellers and is a
component of the organizational assets input to Conduct Procurements. Single
source seller is EEF, when only one vendor provide this service. 
vii. Contracting Officer: Authorized to manage the procurement process. Not the
approver of Contract. Senior management is approver of Expensive, Complex, High
Value Procurement. 
vii. In procurement: Constructive changes are Uniquely identified and
documented by project correspondence.
vii. When obtaining services from within the organization, the only process you'll
perform is the Plan Procurement Management process.
vii. Procurement negotiations, part of the interpersonal and team skills tool and
technique of Conduct Procurements, can become its own process with inputs
and outputs for large or complex projects.
vii. For urgent and immediate, and unclear scope,  and small go for T&M type of
contract, using unit rates for the marketing skills.  A hybrid type of contractual
arrangement. often used for staff augmentation, acquisition of experts, and any
outside support when a precise statement of work cannot be quickly prescribed.
vii. Cost-reimbursable contracts are used when the degree of uncertainty is high and
when the project requires a large investment prior to completion.
vii. All legal contractual relationships can be only one of below 
1. Fixed price 
1. Firm fixed price (FFP)-Most Common by Buyer
2. Fixed price incentive fee (FPIF)
3. Fixed price with economic price adjustments (FPEPA)
2. Cost reimburesble 
1. Cost plus fixed fee (CPFF)
2. Cost plus incentive fee (CPIF) -
 3. Cost plus award fee (CPAF)
3. T&M.
vii. Key concepts for Project Procurement Management include the following:
1. •The project manager should be familiar enough with the procurement process to
make intelligent decisions regarding contracts and contractual relationships.
2. •Procurement involves agreements that describe the relationship between a buyer
and a seller. Agreements can be simple or complex, and the procurement
approach should reflect the degree of complexity. An agreement can be a
contract, a service-level agreement, an understanding, a memorandum of
agreement, or a purchase order.
3. •Agreements must comply with local, national, and international laws
regarding contracts.
4. •The project manager should ensure that all procurements meet the
specific needs of the project, while working with procurement specialists
to ensure that organizational policies are followed.
5. •The legally binding nature of an agreement means it will be subjected to a
more extensive approval process, often involving the legal department, to
ensure that it adequately describes the products, services, or results that
the seller is agreeing to provide, while being in compliance with the laws
and regulations regarding procurements.
6. •A complex project may involve multiple contracts simultaneously or in sequence. The
buyer-seller relationship may exist at many levels on any one project, and between
organizations internal to and external to the acquiring organization.
vii. Contract Change Control System. The system used to collect, track, adjudicate, and
communicate changes to a contract.

8. Risk
1. Primary output of Identify Risk:
1. List of identified risks
2. List of potential responses
2. Qualitative Risk Analysis Updates
1. Risk Register
2. Risk Report 
3. Assumption Log
4. Issue Log
ii. Risk-Audit checks Effectiveness of risk response.  
iii. Risk categories are elements of the risk management plan, which is an output of the
Plan Risk Management process and an input to the Identify Risks process.
iv. Risk categories give you a systematic way to identify all risks consistently.
v. Quantitative Risk Analysis ONLY updates Risk Report.
vi. a force majeure risk, which is external to the project but is so catastrophic that it
usually requires disaster recovery techniques rather than risk responses. Force
majeure risks are a category of risk that may be found in the risk management plan.
The risk does not likely have positive outcomes, so a threat risk response strategy
should be used.
vii. Contingency Reserve: Reserve for Contingency Situation 
viii. Perform Quantitative Risk Analysis analyzes the probability of risks and their
consequences using a numerical rating. Perform Qualitative Risk Analysis might
use numeric ratings but can use a high-medium-low scale as well. This process
determines the best project management decisions when conditions are
uncertain.
ix. Risk identification concludes in closing process group, else goes throughout. A
thorough analysis of the Risk identification checklist based on historical
information and knowledge will help identify potential risks to the project.  
x. Quantitative risk analysis: Continuous probability distributions graphically display
the probability of risk to the project objectives as well as the time or cost elements.
 xi. Risk Rating : calculated by multiplying the probability of the occurrence of a risk
times its impact (numerical scale) on an objective (e.g., cost, time, scope, or
quality) if it were to occur.
xii. A linear cardinal scale. Risk impact scales reflect the severity of the effects of the risk
consequences to the project objectives.
xiii. Uniform, normal, and lognormal distributions are types of probability distributions,
which is a data representation technique of the Perform Quantitative Risk Analysis
process (not very common)
xiv. Triangular distributions rely on optimistic, pessimistic, and most likely estimates to
determine risk [Link] the representations of uncertainty technique of the
Perform Quantitative Risk Analysis process. The probability distribution you intend
to use is triangular distribution. This process typically uses continuous probability
distributions.
xv. Contingency plan is also called, fallback plan, is preplanned. 
xvi. Risk appetite and risk threshold are the components of risk attitude. Organization’s
ability to absorb the risk is called Risk Appetite. Risk Appetite is also applicable
for Stakeholder’s risk apetite. 
xvii. Risk report overall risk exposure. 
xviii. Sharing risk response where you share risk.  
xix. Project Resilience: existence of emergent risk. Awareness of unknowable-unknown. 
xx. After plan risk response, update WBS. to add more work
xxi. Risk tolerance levels are part of the enterprise environmental factors input of the Plan
Risk Management process. Stakeholder risk tolerance is an EEF, not OPA.
xxii. Amiguity risk (Out of Scope): TECOP looks at technical, environmental, commercial,
operational, and political risks. PESTLE examines political, economic, social,
technological, legal, and environmental factors to see if they may have an overall
project impact. VUCA looks at volatility, uncertainty, complexity, and ambiguity
risk. RCA is root cause analysis.
xxiii. The RBS describes risk categories, and the lowest level can be used as a prompt list
to help identify risks. Risk owners are not assigned from the RBS but typically are
assigned as soon as the risk is identified. Part of risk management plan.
xxiv. Secondary risk events occur as a result of the implementation of a response to another
risk. 
xxv. Risk audists has to follow risk management plan. Even if done by outside or
inside. 
xxvi. Lowest level of risk breakdown structure is prompt list. 
xxvii. Transference is the most effective response in dealing with financial risks. This
almost always involves paying a premium for the transfer of risk. Risk transference
nearly always involves payment of a risk premium to the party taking on the risk.
Transferring liability for risk is most effective in dealing with financial risk
exposure.
xxviii. Criticality analysis determines the risk impact to critical path tasks on the project
schedule.
xxix. To calculate EMV, (expected monetary value, Profit-cost) simply multiply the impact
by the probability of the risk: ($2,500) × (85%) = $2,125.
xxx. Risk : (All the assumptions, must be examined for risks. Project requirements need
not be examined for risks)
1. Acceptance
 Passive Acceptance: Low Priority, No Contingency
needed.
 Active acceptance includes further action eg. setting
aside contingency to offset the effect of the risk.
2. Avoidence 
3. Mitigate (Keep reserve for this)
4. Trasference 
 5. Exploit
ff. Quantitative representations of uncertainty technique (Beta, Normal and triangular
probability distribution are used. )
1. Beta and triangular distributions are commonly used in this process.
2. Normal and lognormal distributions use mean and standard deviation
to quantify risks.
3. Triangular distributions rely on optimistic, pessimistic, and most
likely estimates to quantify risks.
gg. Main Risk Tools & Technique
1. Stakeholder analysis: data analysis : TT of plan risk management,
Identify Stakeholder & Monitor Stakeholder engagement. 
2.  Root cause analysis: data analysis: TT of Plan stakeholder, Identify
risks, manage quality, Monitor work, control quality, Monitor
Stakeholder engagement. 
3. Assumption and Constraint analysis: TT of Plan stakeholder
engagement, and Identify Risks. 
4. SWOT Analysis: data analysis : TT of Identify risks. 
5. Probability and Impact Matrix: Data Representation: TT of Perform
Qualitative Risk Analysis Shown in Grid. 
6. Risk probability and impact assessment: Data Analysis: TT of Perform
Qualitative Risk Analysis: fastest and easiest.
7. Technical performance analysis:data Analysis:Monitor Risks process. By
comparing actual to planned technical achievements, it helps to monitor
project performance. Deviating from the plan can indicate potential
impact of threats or opportunities.
8. A bubble chart: Also called Hierarchical Chart: Data Representation
TT:Plan resource management & Qualitative Risk Analysis:  is a way to
graphically display three factors of risk characteristics, x-axis, y-axis,
and size.
9. Tornado Diagram: Also called Sensitivity Analysis:Data Analysis
TT:Quantitative Risk Analysis x-axis the impact of duration or cost or
scale. y axis the risks or activity placed in order of magnitude. giving a
look of tornado. It examines the extent to which the uncertainty
of each project element affects the objective being studied when
all other uncertain elements are held at their baseline values
10. Influence diagram: Data Analysis TT:Quantitative Risk Analysis: How
One risk affect probability or impact of the another risk 
11. Decision Tree:Data Analysis TT:Quantitative Risk Analysis:
Quantitative Risk Analysis: To choose the best Decision. Calculate
Expected Monetary Value. Decision tree analysis is a data analysis tool
and technique of the Perform Quantitative Risk Analysis process.
Expected monetary value (EMV) calculates the average, anticipated
future impact of the decision and is often used in conjunction with
decision tree [Link] used in Qualitative Risk Analysis.
12. Simulation: What-if Analysis Scenario: Data Analysis TT:Quantitative
Risk Analysis & Develop Schedule: Computer Simulation, for all
pathways, probability and impact throughout the project to get the likely
impact of a risk on the project. Monte carlo Software (Multiple
simulations) 
13. Reserve analysis: Data Analysis: TT of Monitor Risk, Estimate Activity
Duration, Estimate, Activity Cost, Determine Budget, Control Cost:
compares the amount of unused contingency reserve to the remaining
amount of risk. This information is then used to determine whether a
sufficient amount of reserve remains to deal with the remaining risks
 hh. Key concepts for Project Risk Management include the following:
1. •All projects are risky. Organizations choose to take project risk in order to create
value, while balancing risk and reward.
2. •Project Risk Management aims to identify and manage risks that are not covered by
other project management processes.
3. •Risk exists at two levels within every project: Individual project risk is an
uncertain event or condition that, if it occurs, has a positive or negative
effect on one or more project objectives. Overall project risk is the effect
of uncertainty on the project as a whole, arising from all sources of
uncertainty, including individual risks, representing the exposure of
stakeholders to the implications of variations in project outcome, both
positive and negative. Project Risk Management processes address both
levels of risk in projects.
4. •Individual project risks can have a positive or negative effect on project objectives if
they occur. Overall project risk can also be positive or negative.
5. •Risks will continue to emerge during the lifetime of the project, so Project Risk
Management processes should be conducted iteratively.
6. •In order to manage risk effectively on a particular project, the project team needs to
know what level of risk exposure is acceptable in pursuit of project objectives. This is
defined by measurable risk thresholds that reflect the risk appetite of the organization
and project stakeholders.

9. Stakeholder 
a. Stakeholder identification is a continuous process that can begin in the Initiating stage
(or before), but it is not completed during the Initiating stage. And PM is NOT a
stakeholder. The stakeholder engagement plan needs to be updated when new
stakeholders are added to the project or information in the plan changes.
b. Stakeholder engagement plan 
1. developed by analysing needs, interests, and potential impacts of
the stakeholders.
2. Includes details regarding the distribution of information,
reasons for distributing information, and timing of the
information.
c. Key concepts for Project Stakeholder Management include the following:
1. •Every project has stakeholders who are impacted by, or can impact, the project in a
positive or negative way. Some stakeholders will have a limited ability to influence the
project's work or outcomes; others will have significant influence on the project and
its expected outcomes.
2. •The ability of the project manager and team to correctly identify and engage all of the
stakeholders in an appropriate way can mean the difference between project success
and failure.
3. •To increase the chances of success, the process of stakeholder identification and
engagement should commence as soon as possible after the project charter has been
approved, the project manager has been assigned, and the team begins to form.
4. •The key to effective stakeholder engagement is a focus on continuous
communication with all stakeholders. Stakeholder satisfaction should be
identified and managed as a key project objective.
5. •The process of identifying and engaging stakeholders for the benefit of the project is
iterative, and should be reviewed and updated routinely, particularly when the project
moves into a new phase, or if there are significant changes in the organization or the
wider stakeholder community.
iii. Manage Stakeholder vs Monitor Stakeholder: The performance data must for Monitor
Stakeholder, else it will be manage stakeholder. 
iii. TT of Stakeholder:
 1. Salient Model:Data representation: TT Identify Stakeholder:
Maps degree of power, urgency, and legitimacy. 
2. Power/interest grid, power/influence grid, or
impact/influence grid: TT Identify Stakeholder: Each of
these techniques supports a grouping of stakeholders
according to their level of authority (power), level of
concern about the project's outcomes (interest), ability
to influence the outcomes of the project (influence), or
ability to cause changes to the project's planning or
execution. These classification models are useful for
small projects or for projects with simple relationships
between stakeholders and the project, or within the
stakeholder community itself.
3. Stakeholder engagement assessment matrix: Data
Representation: TT of Plan Communication
management, plan stakeholder engagement, Monitor
Stakeholder, Monitor Communication. 
1. Unaware
2. Resistant
3. Neutral
4. Supportive
5. Leading
4. Stakeholder Cube: Data representation: TT Identify
Stakeholder: power(Influential/insignificant),
Interest(Active/passive), attitude (Backer/Blocker). 
5. Directions of influence. Data representation: TT Identify
Stakeholder: This classifies stakeholders according to their
influence on the work of the project or the project team itself.
1. Upward
2. Downward
3. Sideward
4. Outward
6. Prioritization:Data representation: TT Identify Stakeholder:
Prioritizing stakeholders may be necessary for projects with a
large number of stakeholders, where the membership of the
stakeholder community is changing frequently, or when the
relationships between stakeholders and the project team or within
the stakeholder community are complex.

f. Identify Stakeholders—The process of identifying project stakeholders regularly

and analyzing and documenting relevant information regarding their interests,
involvement, interdependencies, influence, and potential impacts on project
success.
f. Plan Stakeholder Engagement—The process of developing approaches to involve
project stakeholders based on their needs, expectations, interests, and potential
impacts on the project.
f. Manage Stakeholder Engagement—The process of communicating and working
with stakeholders to meet their needs and expectations, address issues, and foster
appropriate stakeholder engagement involvement. increase support and minimize
resistance from stakeholders. Performed throughout the project.
f. Monitor Stakeholder Engagement—The process of monitoring project
stakeholder relationships and tailoring strategies for engaging stakeholders
through the modification of engagement strategies and plans.
f. The project manager has the greatest amount of influence during the Closing
processes, whereas stakeholders have the least amount of influence during this stage
of the project.
 f. Stakeholders start out a project with a lot of influence. Their influence decreases the
further the project progresses. 
f. Issue Log is an output of Manage Stakeholder, Not Input. Change Log is very
important input of manage stakeholder
f. stakeholder engagement assessment matrix is the best tool for identifying resitant
stakeholder with rnough influence to undermine the project.  
f. Stakeholder: Any person who can affect or be affected by your project. Usually, they
are Sponsors and client.
f. Stakeholder Register contains
1. Identification information. Name, organizational position, location and contact
details, and role on the project.
2. Assessment information. Major requirements, expectations, potential for influencing
project outcomes, and the phase of the project life cycle where the stakeholder has the
most influence or impact.
3. Stakeholder classification. Internal/external, impact/influence, power/interest,
upward/downward, outward/sideward, or any other classification model chosen by
the project manager.

10. Communication
a. Push Communication 
i. Letters, memos, reports, emails, and voicemails are all forms of push
communication. Push communication refers to sending information to
intended receivers, doesn’t matter if it was actually received or understood.
b. Communication requirements analysis examines the information needs of the project
stakeholders and considers the number of channels of communication. The
communication technology tool and technique looks at methodologies for transferring
information among stakeholders.
c. Appropriate communication is the single biggest reason of success or failure of
project. 
d. The communications management plan defines and manages the flow of project
information, not the stakeholder engagement plan. The stakeholder engagement plan
does contain information about the distribution, reasons, and timing of information.
Plan Stakeholder Engagement is concerned with determining the engagement levels
of the stakeholders, understanding their needs and interests, and understanding how
they might impact the project or how the project may impact them. 
e. Issue Log, is important input of Monitor Communication. 
f. Paralingual communication: vocal but non-verbal communication, i.e. tone & volume
of the voice, effective listening, paying attention to body language.
g. A PM spend 90% of the time communicating. 50% of which is communicating with
the project team.
h. Any element which interferes with the message is noise. 
i. Interviews is a data-gathering technique used in several of the Planning processes. It
encourages anonymity, trust, and unbiased feedback. The Delphi method, technology
forecasting, scenario building, and forecast by analogy are all in the judgmental
methods category of forecasting.
j. Negotiation is working with others to come to an agreement. Arbitration and
mediation are two forms of negotiation.
k. Important TT of Communication management plan:
i. Communication skills: TT manage communication, manage stakeholder,
monitor stakeholder: communication competence, feedback, nonverbal,
and presentations.
ii. Communication requirements analysis: TT plan communication
management:
iii. communication method: TT Plan Communication management, manage
communication: is the technique used among stakeholders to share
 information. Communication methods are a tool and technique of the
Manage Communications process and include all means that make it
possible to communicate project information to the appropriate
individuals.
iv. Communication models: TT Plan Communication management:
communication process
1. Sample basic sender/receiver communication model
1. Encode
2. Transmit message
3. Decode
b. Sample interactive communication model
1. Acknowledge
2. Feedback/response.
b. the sender is responsible for the transmission of the message,
ensuring that the information being communicated is clear and
complete, and confirming the communication is correctly
understood.
c. The receiver is responsible for ensuring that the information is
received in its entirety, understood correctly, and acknowledged
or responded to appropriately.
ii. Communication Technology: TT Plan Communication management,
manage communication, Develop Team:  The methods used to transfer
information among project stakeholders. Factors that affect the choice of
technology 
a. Urgency of the need for information…
b. Availability of technology…
c. Ease of use…
d. Project environment…
e. Sensitivity and confidentiality of the information
b. Listening types: 
1. Active listening: Actively listening 
2. Effective Listening: Observing the body langauge also 
3. Providing feedback 
4. Paralingual 
m. BAR chart: The Chart for brief meeting. 
m. Information that is complex and detailed is best conveyed in writing. A verbal follow-
up would be good to answer questions and clarify information. Vertical and
horizontal are ways of communicating within the organization. 
m. PMIS includes: ( as example): 
1. Hard-copy document management: letters, memos, reports, and press
releases;
2. Electronic communications management: email, fax, voicemail,
telephone, video and web conferencing, websites, and web publishing;
and
3. Electronic project management tools: web interfaces to scheduling and
project management software, meeting and virtual office support
software, portals, and collaborative work management tools.
xiii. Dimensions of communication activitties: 
1. Internal. Focus on stakeholders within the project and within the organization.
2. External. Focus on external stakeholders such as customers, vendors, other projects,
organizations, government, the public, and environmental advocates.
3. Formal. Reports, formal meetings (both regular and ad hoc), meeting agendas and
minutes, stakeholder briefings, and presentations.
4. Informal. General communications activities using emails, social media, websites, and
informal ad hoc discussions.
5. Official. Annual reports; reports to regulators or government bodies.
6. Unofficial. Communications that focus on establishing and maintaining the profile
and recognition of the project and building strong relationships between the project
team and its stakeholders using flexible, and often informal, means.
7. Written and oral. Verbal (words and voice inflections) and nonverbal (body language
and actions), social media and websites, media releases.
 8. Hierarchical focus. The position of the stakeholder or group with respect to the project
team will affect the format and content of the message, in the following ways:
1. Upward. Senior management stakeholders.
2. Downward. The team and others who will contribute to the work of the
project.
3. Horizontal. Peers of the project manager or team.
xiii. Project Communications Management
1. Plan Communications Management—The process of developing
an appropriate approach and plan for project communications
based on stakeholders’ information needs and requirements,
and available organizational assets.
2. Manage Communications—The process of creating, collecting,
distributing, storing, retrieving, and the ultimate disposition of
project information in accordance with the communications
management plan.
3. Monitor Communications—The process of monitoring and
controlling communications throughout the entire project life
cycle to ensure that the information needs of the project
stakeholders are met.
xiii. The communications management plan and stakeholder engagement plan updates are
outputs of both the Manage Communications process and the Manage Stakeholder
Engagement process.
xiii. Key concepts for Project Communications Management include the following:
1. •Communication is the process of exchanging information, intended or involuntary,
between individuals and/or groups. Communications describes the means by which
information can be sent or received, either through activities, such as meetings and
presentations, or artifacts, such as emails, social media, project reports, or project
documentation. Project Communications Management addresses both the process of
communication and management of communications activities and artifacts.
2. •Effective communication creates a bridge between diverse stakeholders whose
differences will generally have an impact or influence upon the project execution or
outcome, so it is vital that all communication is clear and concise.
3. •Communication activities include internal and external, formal and informal, and
written and oral forms of communication.
4. •Communication can be directed upward to senior management stakeholders,
downward to team members, or horizontally to peers. This will affect the format and
content of the message.
5. •Communication takes place consciously or unconsciously through words, facial
expressions, gestures, and other actions. It includes developing strategies and plans
for suitable communications artifacts, and the application of skills to enhance
effectiveness.
6. •Effort is required to prevent misunderstandings and miscommunication, and the
methods, messengers, and messages should be carefully selected.
7. •Effective communication depends on defining the purpose of communication,
understanding the receiver of the communications, and monitoring effectiveness.

11. Agile
a. Lean management means, tailoring, removing unnecessary components. 
b. In Agile approaches, you'll want the procurements to be timed and aligned with the
iterations. Making the sellers part of the Agile team helps mitigate timing and
delivery issues.
c. In agile approaches, the requirements constitute the backlog.  Agile scope
planning is very useful when Business requirements are not stable.
d. Project life cycles are collections of sequential, iterative, and overlapping project
phases.(Phase sequencing is still being followed, even though you're using a fast
tracking technique to compress the time. You can deduce that time is a
constraint on this project because the project sponsor is concerned about
 finishing on schedule. The project schedule is being compressed by overlapping
phases.)  Name and number are determined by the management and
control needs of the organization or organizations involved in the
project
e. Adaptive life cycles are agile, iterative, or incremental. The detailed scope is
defined and approved before the start of an iteration, but time and cost estimates
are routinely modified as the project team's understanding of the product
increases. Iterations develop the product through a series of repeated cycles,
while increments successively add to the functionality of the product. It has high
levels of change and ongoing stakeholder involvement
f. Agile requires one product owner, not two -> The product owner is responsible
for prioritizing the backlog and communicating with the project stakeholders.
g. The project life cycle is best defined as:The continuum of a project life cycle. the
series of phases that a project passes through from its start to its completion.
Within a project life cycle, there are generally one or more phases that are
associated with the development of the product, service, or result. These are
called a development life cycle. Development life cycles can be predictive (plan-
driven), adaptive (agile), iterative, incremental, or a hybrid.
h. The Tannenbaum and Schmidt Continuum Management Theory describes seven
levels of delegated freedom in decision making based on the team and the manager's
maturity and experience levels.
i. Scrum 
1. Iteration Backlog: complete the work that remain
2. Iteration Burnup chart : Total number of accepted story points. 
3. Iteration burn down chart: Work that remain to be completed in
the iteration backlog. Control Schedule process
j. Scrum Master: Agile development team. Sprint. 
1. Velocity : Speed at which software development in happening.
The number of user story point the development team completes
in each sprint. 
2.  Working Software: Measure of project progress.
k. Standups or Scrum meetings are held daily to establish progress on the project.
They are typically limited to 15 minutes in length. 
k. The Sprint planning meeting occurs at the beginning of an iteration or sprint.
Team members choose the items from the backlog that they will work on in the
upcoming sprint.
k. The Agile life cycle method, also known as the adaptive or change-driven
method, produces deliverables in short time periods and the stakeholders are
actively involved in all phases of the project.
k. The resources on an Agile project are a self-organized team. It's important that
they have strong communication, collaboration, and problem-solving skills. Risk
processes are performed at the beginning of each iteration. Quality processes are
managed throughout the iteration and changes are easily made to accommodate
quality needs. Budget is not typically a part of the iteration, and stakeholder
engagement occurs at status meetings. The product owner represents the
stakeholders in an Agile approach.
k. Projects following more of the adaptive side of the project life cycle
most closely follow the pattern of: Sequential, iteration-based phases
and continuous overlapping phases.
k. Iterative, agile, and adaptive approaches track, review, and regulate
progress and performance by maintaining: A backlog.
k. Value stream mapping of quality management is part of lean methodology. Lean
offered reduced schedule and reduced cost. 
12. Project Life Cycle
a. Project life cycles are independent of product life cycles. Development life cycles are
performed within a project life cycle.
b. The benefits management plan outlines the benefits of the project (both tangible and
intangible), describes a timeline in which the benefits will be realized, and
describes the strategic alignment of the benefits. Input of the project charter
process. 
c. The business case is the place to start when considering a new project. The
business case is used to understand the business need for the project and to determine
whether the investment in the project is worthwhile. A feasibility study may also be
used to determine the viability of a project, but you should generally have a
business case written before embarking on a feasibility study. Business Case: A
Project management deliverables, which states the business objectives of the
project must align with the strategic objectives of the organization. 
d. Business Value: Sum of all tangible and non-tangible elements of the business.
e. Handoffs occur when the project manager is ready to pass the technical project
documentation on to the operations group.
f. The level of authority the project manager has is determined by the organizational
structure, interactions with various management levels, and the project management
maturity level of the organization.
g. Very large project of the order of 1 billion are called mega project. 
h. benefits management plan contains risk.
i. Shewart & Deming - PDCA, Plan do check act. (a cycle is results oriented and
becomes an input into the next cycle )
j. The project champion, (Tech HERO) unlike the project sponsor, is not necessarily an
executive, and they don't have the authority to make decisions. They are often called
upon to contribute to decisions, but the project sponsor has the final authority on
project decisions and issues.
k. Composite Organization: Project manager assigned under functional
organization. 
l. The project sponsor may declare the project completed, but if the objectives are not to
the satisfaction of the stakeholders, the project is not complete. 
m. Coaching team members that exhibit nonprofessional behavior is part of a project
manager's responsibility. The best approach by the project manager would be to
coach the team member privately. 
n. Power of Role: Project manager-> Project Coordinator (Weak Matrix)-> Project
Expeditor(Functional) 
o. Payback period does not consider the time value of money and is, therefore, the least
precise of all the cash flow analysis techniques.
p. General management skills include communicating, negotiating, influencing, problem
solving, budgeting, human resource skills, and so on. Influencing skills, not
negotiation, involve using power and politics to get things accomplished.
q. PMBOK is a framework toolbox, with structured best practices., while Kanban Or
Lean is a methodology.
r. Kanban is a scheduling technique for lean methodologies. A PM methodology, in
which bottlenecks are identified via visualization of all the tasks and activitties,
and the application of WIP limits.  
s. Steering Committee: Project Governance Board. A management framework, within
which project decisions are made. It is to check, how properly project is being
managed. There is nothing like Project Office, or Project Management Board. 
t. Project Sponsor provide financial and political support to Project Manager. 
u. The PMBOK® Guide states that a project manager must have knowledge,
performance, and personal capabilities.
 v. Project-based organizations (PBOs) can be established within any type of
organizational structure.
w. OMP3: An organization's Project Management Maturity Level. 
x. There are three ways phases can be performed in a multiphased project: sequential,
iterative, and overlapping. Iterative is when more than one phase is being performed
at the same time and overlapping occurs when one phase starts before the prior phase
completes. All phases should perform a phase gate review.
y. Project Selection: If IRR, DRR and NPV is high, choose it.
z. The internal rate of return (IRR) is the discount rate when the present value of the
cash inflows equals the original investment. Project A's original investment equals the
present value of its cash inflows at a discount rate of 8 percent. Therefore, Project A
has the highest IRR and should be chosen above the other two.
aa. Multi-objective programming is a mathematical model technique. Mathematical
models are also known as constrained optimization methods. Project selection->
Linear Programming -> Constrained Optimization. 
bb. Opportunity Cost: Benefit deprived of other opportunity, as you chose this one.
cc. NPV =  -Cost + (profit/((1 + Discount Rate)^1)) + (profit/((1 + Discount
Rate)^2)) .. + (profit/((1 + Discount Rate)^n))  {Where n= year}
dd. PMBOK Guide Process is based on-> PDCA. 
ee. Project Governance under PMO, periodic audit of the project. 
ff. 4 Key Decision making skill of PM 
1. Consultation
2. Consensus
3. Conin flip
4. Random
gg. OPM (organizational project management) -> framework that establishes
methodologies and standards for conducting project. Ensure that portfolios, programs,
and projects are managed consistently, and that they support the overall goals of the
organization.
gg. Project selection can occur without using any methods to determine value or benefit.
For example, the project initiator might be an executive with the organization with
enough authority to begin the project without performing any analysis.
gg. Economic Model : choosing project on profit.
gg. EEF:Commercial databases. Examples include benchmarking results,
standardized cost estimating data, industry risk study information, and risk
databases.
1. Internal:
1. Organizational culture, structure, and governance
2. Geographic distribution of facilities and resources
3. Infrastructure
4. Information technology software
5. Resource availability
6. Employee capability
2. External: 
1. Marketplace conditions (Market Condition)
2. Social and cultural influences and issues
3. Legal restrictions
4. Commercial databases
5. Academic research
6. Government or industry standards
7. Financial considerations. 
xxxiii. OPA : Org Knowledge Repositories
1. Configuration management knowledge
2. Financial data repositories 
3. Historical information and lessons learned knowledge repositories
4. Issue and defect management data repositories containing issue and
defect status
 5. Data repositories for metrics used to collect and make available
measurement data
6. Project files from previous projects
xxxiii. OPA for Planning and INititation
1. Guidelines and criteria for tailoring
2. Specific organizational standards such as policies 
3. Product and project life cycles
4. Templates
5. Preapproved supplier lists
xxxiii. OPA for Execution and Monitoring 
1. Change control procedures
2. Traceability matrices;
3. Financial controls procedures
4. Issue and defect management procedures
5. Resource availability control and assignment management
6. Organizational communication requirements
7. Procedures for prioritizing, approving, and issuing work authorizations
8. Templates (e.g., risk register, issue log, and change log);
9. Standardized guidelines, work instructions, proposal evaluation criteria,
and performance measurement criteria
10. Product, service, or result verification and validation procedures.
xxxiii. Project closing guidelines are included in OPAs for the Closing Process Group
xxxiii. Organization's management responsible for establishing the system
(organizational culture and capabilities)
xxxiii. The role of the project manager is twofold when performing integration on the project:
1. working with the project sponsor to understand the strategic objectives and
ensure the alignment of the project objectives and results with those of the portfolio,
program, and business areas.
2. Guiding the team to work together to focus on what is really essential at the
project level. This is achieved through the integration of processes, knowledge, and
people.
xxxiii. Integration is a critical skill for project managers. Integration takes place at three
different levels: process, cognitive, and context.
1. Performing Integration at the Process Level: Tailoring processes
2. Integration at the Cognitive Level: PM Knowledge Areas 
3. Integration at the Context Level:
xxxiii. Not PM Role: Ensuring that organizations are operating efficiently.
xxxiii. Functional managers who have a lot of authority and power working with project
coordinators who have minimal authority and power characterizes a weak matrix
organization. Project managers in weak matrix organizations are sometimes called
project coordinators, project leaders, or project expeditors. The functional
organization type is considered to be the traditional approach to organizing
businesses. Functional organizations are centered on specialties, grouped by function,
and displayed as a hierarchy.
xxxiii. Management directives are constraints because they either restrict or dictate the
actions of the project team. KNow the difference between Risks and Constraints. 
xxxiii. Go-No Go decision, is phase [Link] called kill point. 
xxxiii. PMI Talent triangle 
1. Strategic and Business skills 
2. Project management skills 
3. Leadership Skills
ww. Leadership is get things done by others. Equally critical across the project
ww. Complexity within projects is a result of the organization's
1. System behavior. The interdependencies of components and systems.
2. Human behavior. The interplay between diverse individuals and groups.
3. Ambiguity. Uncertainty of emerging issues and lack of understanding or
confusion.
xlix. Strategic Consideration for approving a project 
1. Strategic opportunity 
2. Customer demand 
3. Market demand 
 zz. Difference between management and leadership. PM need to know where to use
what? The word management is more closely associated with directing another
person to get from one point to another using a known set of expected behaviors. In
contrast, leadership involves working with others through discussion or debate in
order to guide them from one point to another.
1. Direct using positional power vs Guide, influence, and collaborate using
relational power
2. Maintain vs Develop
3. Administrate vs Innovate
4. Focus on systems and structure vs Focus on relationships with people
5. Rely on control vs Inspire trust
6. Focus on near-term goals vs Focus on long-range vision
7. Ask how and when vs Ask what and why
8. Focus on bottom line vs Focus on the horizon
9. Accept status quo vs Challenge status quo
10. Do things right vs Do the right things
11. Focus on operational issues and problem solving vs Focus on vision,
alignment, motivation, and inspiration
lii. PM Leadership Style:
1. Laissez-faire (e.g., allowing the team to make their own decisions and
establish their own goals; also referred to as taking a hands-off style);
2. Transactional (e.g., focus on goals, feedback, and accomplishment to
determine rewards; management by exception);
3. Servant leader (e.g., demonstrates commitment to serve and put other
people first; focuses on other people's growth, learning, development,
autonomy, and well-being; concentrates on relationships, community,
and collaboration; leadership is secondary and emerges after service);
4. Transformational (e.g., empowering followers through idealized
attributes and behaviors, inspirational motivation, encouragement for
innovation and creativity, and individual consideration);
5. Charismatic (e.g., able to inspire; is high-energy, enthusiastic, self-
confident; holds strong convictions); and
6. Interactional (e.g., a combination of transactional, transformational, and
charismatic). By Bernard Bass as autocratic, activity focused, and
autonomous, and they use contingent reward systems and manage by
exception.
7. Situational Leadership Style (Hersey-Blanchard): 
1. S1: Directing – is characterized by one-way communication
in which the leader defines the roles of the individual or
group and provides the what, how, why, when and where to
do the task;
2. S2: Coaching – while the leader is still providing the
direction, he or she is now using two-way communication
and providing the socio-emotional support that will allow the
individual or group being influenced to buy into the process;
3. S3: Supporting – there is shared decision-making about
aspects of how the task is accomplished and the leader is
providing fewer task behaviours while maintaining high
relationship behavior;
4. S4: Delegating – the leader is still involved in decisions;
however, the process and responsibility has been passed to
the individual or group. The leader stays involved to monitor
progress.
8. leadership style out of PMBOK
1. Democratic, or participative, driven leaders gather all the facts and
ask for input from the team before making a decision. In this style, all
team members participate in the decision-making process.
 2. Autocratic leaders are essentially dictators. All decisions are made by
the leader with little to no input from the team.
3.

bbb. Forms of Power: 

1. Positional (sometimes called formal, authoritative, legitimate) (e.g.,
formal position granted in the organization or team);
2. •Informational (e.g., control of gathering or distribution);
3. •Referent (e.g., respect or admiration that others hold for the individual,
credibility gained);
4. •Situational (e.g., gained due to unique situation such as a specific crisis);
5. •Personal or charismatic (e.g., charm, attraction);
6. •Relational (e.g., participates in networking, connections, and alliances);
7. •Expert (e.g., skill, information possessed; experience, training,
education, certification);
8. •Reward-oriented (e.g., ability to give praise, monetary or other desired
items);
9. •Punitive or coercive (e.g., ability to invoke discipline or negative
consequences);
10. •Ingratiating (e.g., application of flattery or other common ground to win
favor or cooperation);
11. •Pressure-based (e.g., limit freedom of choice or movement for the
purpose of gaining compliance to desired action);
12. •Guilt-based (e.g., imposition of obligation or sense of duty);
13. •Persuasive (e.g., ability to provide arguments that move people to a
desired course of action); and
14. •Avoiding (e.g., refusing to participate).
liv. Personality Characteristic of a PM.
1. Authentic (e.g., accepts others for what and who they are, shows open
concern);
2. •Courteous (e.g., ability to apply appropriate behavior and etiquette);
3. •Creative (e.g., ability to think abstractly, to see things differently, to
innovate);
4. •Cultural (e.g., measure of sensitivity to other cultures, including values,
norms, and beliefs);
5. •Emotional (e.g., ability to perceive emotions and the information they
present and to manage them; measure of interpersonal skills);
6. •Intellectual (e.g., measure of human intelligence over multiple
aptitudes);
7. •Managerial (e.g., measure of management practice and potential);
8. •Political (e.g., measure of political intelligence and making things
happen);
9. •Service-oriented (e.g., evidence of willingness to serve other people);
10. •Social (e.g., ability to understand and manage people); and
11. •Systemic (e.g., drive to understand and build systems).  
liv. PM vs Conductor of Orchestra: PM doesn’t need to be expert of the area. 
liv. Complexity as a characteristic or property of a project is typically defined as:
1. Containing multiple parts,
2. Possessing a number of connections among the parts,
3. Exhibiting dynamic interactions among the parts, and
4. Exhibiting behavior produced as a result of those interactions that
cannot be explained as the simple sum of the parts (e.g., emergent
behavior).
liv. PMBOK required for MOST PROJECT MOST OF THE TIME. NOT ALL
PROJECT ALL TIME.
liv. Project management office is responsible, for deciding, process, procedure, and
templates. PMO role in a firm
1. Directive, 
2. Controlling 
3. Supportive 

hhh. Project Closure

1. Starvation: Funding cut
2. Termination: Good. 
3. Integration occurs when resources, equipment, or property are
reassigned or redeployed back to the organization or to another
project. Don’t confuse with starvation. 
4. Addition: Evolve into ongoing operations
5. Administrative Closure: Gathering and disseminating information to
formalize project closure. Applicable for phases. Gather lessons
learned and distribute the notice of acceptance.
6. Close Procurements: A process that concerns completing and setting
the terms of the contract and documenting its acceptance.
7. Extinction: This is a type of project ending that occurs when the
project is completed and accepted by the stakeholders.
iii. Theory of Motivation (OUT OF PMBOK SCOPE)
1. The Expectancy Theory says that people are motivated by the
expectation of good outcomes. The outcome must be reasonable
and attainable. by Victor Vroom. Vroom Theory: realized that
an employee's performance is based on individual factors such as
personality, skills, knowledge, experience and abilities.
2. Achievement Theory: David Clarence McClelland: Sense of
Achievement. (The Achievement theory proposes the importance
of friendship and a sense of camaraderie with other team
members as a motivator.)
3. Pareto Theory: 20 percent of your effort will account for 80% of
your results. 
4. Herberg's theory
1. Hygiene(Paycheck, security) + Motivation (Challenging
work, recognition) - Not Self Led . The Hygiene theory
says salary isn't a motivator unless there are large
disparities in salary.
5. Ouchi's Theory Z 
1. Provide job for life, and take care of their need. 
6. McGregor's theory
1. Theory X : Team must be micromanaged, they are all
lazy
2. Theory Y: Team can be self-led, who need minimal
supervision and are self-motivated and enjoy achieving
results

jjj. PMI code of Ethic: 

1. Honesty
2. Respect 
3. Fairness 
4. Responsibility 

kkk.
 kkk. Tailoring Consideration include
1. PROJECT INTEGRATION MANAGEMENT
1. Project life cycle
2. Development life cycle
3. Management approaches
4. Knowledge management
5. Change
6. Governance
7. Lessons learned
8. Benefits
2. Scope Management
1. Knowledge and requirements management
2. Validation and control
3. Use of agile approach
4. Governance
3. Schedule 
1. Life cycle approach
2. Duration and resource
3. Project dimensions
4. Technology support
4. PROJECT COST MANAGEMENT
1. Knowledge management
2. Estimating and budgeting
3. Earned value management
4. Use of agile approach
5. Governance
5. Project Quality Management 
1. Policy compliance and auditing
2. Standards and regulatory compliance
3. Continuous improvement
4. Stakeholder engagement
6. Project Resource Management 
1. Diversity
2. Physical location
3. Industry-specific resources
4. Acquisition of team members
5. Development and management of team
6. Life cycle approaches
7. Project Communication Management 
1. Stakeholders
2. Physical location
3. Communications technology
4. Language
5. Knowledge management
8. PROJECT RISK MANAGEMENT
1. Project size
2. Project complexity
3. Project importance
4. Development approach.
9. PROJECT PROCUREMENT MANAGEMENT
1. Complexity of procurement.
2. Physical location.
3. Governance and regulatory environment
4. Availability of contractor
10. PROJECT STAKEHOLDER MANAGEMENT
1. Stakeholder diversity
2. Complexity of stakeholder relationships
3. Communication technology

13. Important Formula: 

The Box of Critical Path.
Free float and total float. Total Float = Late Finish - Early finish.

Triangular distribution=(optimistic+mostlikely+pessimistic)÷3
Beta distribution (PERT)=(optimistic+4*mostlikely+pessimistic)÷6

CV - Cost Variance - EV - AC 

CPI - Cost Performance Index - EV/AC (>1 Under budget by AC/EV %age), (<1 above budget
AC/EV %age).  
SV - Schedule Variance - EV - PV 
Schedule Performance INdex - EV / PV >1 ahead of schedule, <1 behind the schedule
EAC - Estimate at completion - EAC = AC + Bottom-UP ETC ---- EAC using actual costs to date
plus new budgeted rates based on expert feedback.
EAC = AC + BAC – EV ---- EAC using actual costs to date and future performance will be based
on budgeted rate.
EAC = BAC ÷ CPI ---- EAC assuming future performance will behave like past performance.
EAC = AC + [(BAC – EV) ÷ (CPI × SPI)] ------ EAC when cost performance is negative and
schedule dates must be met.
Estimate to complete (ETC)        ETC = EAC – AC        When the work is expected to continue
according to the plan.
ETC = reestimate -- When future cost variances will not be similar to the variances experienced to
date and work must be reestimated from the bottom up.
 
BAC - Budget At Completion 
 
VAC = BAC - EAC 
 
TCPI = (BAC – EV) ÷ (BAC – AC)        This TCPI formula is used when employing BAC.
TCPI = (BAC – EV) ÷ (EAC – AC)        This TCPI formula is used when EAC is your goal.

Processes 

1. Initiation process Group

1. 2 Process 
1. Develop Project Charter
 Approved Project Charter
1. Identify Stakeholder 
 Identify the stakeholder of the project 
ii. Planning Process Group Planning  24 processes 
1. 1 of Integration 
 Develop Project management plan 
1. 4 of Scope 
  Scope management plan 
 Collect requirement 
 Define scope 
 Create WBS
2. 5 of Schedule 
 Schedule management plan 
 Define activities
 Sequence Activities
 Estimation activity duration
 Develop schedule 
2. 1 of Communication
 Plan Communication management 
2. 1 of Quality 
  Plan quality management 
2. 2 Resources
 Resource management plan 
 Estimate resource
2. 3 of Cost 
 Cost management plan 
 Estimate cost 
 Determine budget
2. 5 of Risk
1. Risk management plan 
2. Identify risk 
3. Qualitative risk analysis 
4. Quantitative risk analysis 
5. Plan risk response 
ii. 1 of Procurement 
1. Procurement management plan 
ii. 1 of Stakeholder 
1. Stakeholder management plan
 
208. Execution Process group
1. Execution Phase doesn't have, Scope, Schedule, Cost, out of 10 Knowledge
Area. Though it takes highest cost. 
2. Execution phase has 10 processes. 
1. 2 of Integration : 
1. Direct and manage project 
2. Manage project knowledge 
ii. 1 of Communication
1. Manage Communication
ii. 1 of Quality 
1. Manage Quality 
ii. 3 of Resources 
1. Acquire resources 
2. Develop team
3. Manage Team
ii. 1 of Risk 
1. Implement risk response. 
ii. 1 of Procurement 
1. Conduct Procurement 
ii. 1 of Stakeholder 
1. Manage Stakeholder. 
209. Monitoring and Controlling process group 
1. Execution and Monitoring process group form a cycle, of Input and output. 
 2. Except for Integration, and Scope, rest all the Knowledge are has 1 process
each for it, to Control and Monitor. 
3. Monitor is for communication and risk, rest all are control. 
4. Monitoring and controlling has 12 process. 
1. 2 of Integration 
1. Monitor and control project work 
2. Perform integrated change request 
ii. 2 of Scope 
1. Validate Scope
2. Control Scope
ii. 1 of Schedule 
1. Control Schedule 
ii. 1 of Communication 
1. Monitor communication 
ii. 1 of Quality 
1. Control Quality
ii. 1 of Resources
1. Control Resources
ii. 1 of Cost 
1. Control Cost
ii. 1 of Risks
1. Monitor Risks
ii. 1 of Procurement 
1. Control Procurement 
ii. 1 of Stakeholder
1. Monitor Stakeholder engagement.
2. Closing Process Group has only 1 process. 
1. 1 of Integration 
1. Close project 
1. Which gives final report. 

b.