ITTO's

PMI tests with a few questions during CAPM and PMP examination related to Input, Tools & Techniques and Output. The better way of knowing this is by understanding the concept of how these components are interconnected. But for some of you it may be difficult to remember everything. Listed a few tips like change request is the input for only one process which Integrated change control process.

Please find the below link to download. This may be useful.

http://tinyurl.com/ITTO-bksprasa

Resource leveling vs Resource smoothing

As we know Resource optimization is a technique under the Time management knowledge area. Resource optimization consists of two methods one is Resource leveling and the second is Resource smoothing.

Resource leveling is used when the resource is over utilized. For example if a resource is allocated for 16 hours in a day for an activity, after the resource leveling he will be allocated for only 8 hours on day 1 and rest 8 hours for day 2. The impact here is extension of the schedule.

Resource smoothing is used typically when the resource is allocated for multiple activities and who can work only a few hours on a particular day or an activity. For example a resource is allocated for 4 hours for an activity and 4 hours for another activity, that resource will be used for non-critical path activity where we are having floats. Hence there will be no impact on the schedule and may impact the free float or total float.

Resource leveling is one of the features under MS Project which you can experience it.

Different Audit types inside PMBoK

Let is understand different types of audits. The terminologies are important.

Work performance data, Work performance information and Work performance reports

Let us understand the three project documents namely Work performance data, Work performance information and Work performance reports.

Work performance data is the raw date which is being collected as part of measurements. Data is the output of executing. For example Planned Value, Earned Value and Actual Cost are Work performance data.

Work performance information is the processed data which will be the output of every control processes like control schedule, control cost, etc...For example Schedule Variance, Cost Variance are the Work performance information.

Work performance reports is the report which is used for project communication to stakeholders. The stakeholders are interested in reports and not the data. For example dashboard which indicates the status like Red, Green, Amber are the Work performance reports.

This concept has been introduced from Data-Information-Konwledge-Wisdom (DIKW) model. This is part of ITIL(Information technology Infrastructure Library)syllabus.

Control Quality, Validate Scope and their relationship

Control Quality and Validate Scope are the processes under Monitor and control Process group. Control Quality is part of the Quality Management knowledge area where as Validate Scope is under Scope management knowledge area. Let us see what these processes means.

Control Quality is to check the correctness of the deliverables which is the output of executing. This process is used to check the correctness of the Product. This is like internal testing. One of the technique is Inspection which means Testing, audit, review, walkthrough...If this Inspection is through then we can move towards Validate Scope process.The output of Control Quality process is Verified deliverables.The verified deliverables will be fed as an input to Validate scope process.

Validate scope is formalizing the acceptance of the deliverables. Who is going to accept the deliverable? Yes, Customer. Before calling the Customer we need to check is the deliverable working as per the requirements or not? That is why Control Quality will be performed before Validate Scope process. Validate Scope is something like User Acceptance Testing(UAT). Here too we are having Inspection as one of the techniques. The output of Validate scope is Accepted deliverables. Then we proceed for closing.

PMP® exam is changing in 2015--Update: The PMP exam update has moved to 11 January 2016 to allow all stakeholders adequate time to prepare for this change.

Let me explain the changes that has been made to the PMP examination content outline which will be effective from after Nov 1 2015. The 5 domains which is mapped to 5 process groups Initiating, Planning, Executing, Monitoring & Controlling and Closing remains same. Under these domains some tasks has been added. In total there are 8 tasks has been added.

Domain 1---Initiating the Project

3 tasks added – task 2, task 7, task 8

Domain 2---Planning the Project

1 task added – task 13

Domain 3---Executing the Project

2 tasks added – task 6, task 7

Domain 4---Monitoring and controlling the project

2 tasks added – task 6, task 7

There is no addition of tasks under Closing process group/domain.

Here is the list.

Initiating

# Identify key deliverables based on the business requirements, in order to manage customer expectations and direct the achievement of project goals.

# Conduct benefit analysis with stakeholders (including sponsor, customer, subject matter experts), in order to validate project alignment with organizational strategy and expected business value.

# Inform stakeholders of the approved project charter, in order to ensure common understanding of the key deliverables, milestones, and their roles and responsibilities.

Planning

# Develop the stakeholder management plan by analyzing needs, interests, and potential impact, in order to effectively manage stakeholders' expectations and engage them in project decisions.

Executing

# Manage the flow of information by following the communications plan, in order to keep stakeholders engaged and informed.

# Maintain stakeholder relationships by following the stakeholder management plan, in order to receive continued support and manage expectations.

Monitoring & Controlling

# Capture, analyze, and manage lessons learned using lessons learned management techniques, in order to enable continuous improvement.

# Monitor procurement activities according to the procurement plan, in order to verify compliance with project objectives.

Please refer to the following links to get the details for the information and to find the difference between existing and proposed examination content outline.

http://www.pmi.org/certification/exam-changes/pmp.aspx

http://www.pmi.org/~/media/PDF/Certifications/pmp-certification-exam-outline.ashx

http://www.pmi.org/Certification/Pr...ons/PMP Examination Content Outline_2010.ashx

The following tables provides the change in the percentage of questions in each of the process group and the changes in the exam content outline from the previous one.

This is latest update from PMI. Update: The PMP exam update has moved to 11 January 2016 to allow all stakeholders adequate time to prepare for this change. The current examination content outline remains till 11th Jan 2016 and the new examination content outline published during June 2015 will be effective from 12 Jan 2016.

PMBOK 5th edition -- Some key words and tips

Syllabus

5 Process groups- Initiating, Planning, Executing, Monitoring & Controlling(M&C) and Closing

10 Knowledge areas—Integration, Scope, Time, Cost, Quality, Human Resource, Communication, Risk, Procurement and Stakeholder

There are 47 processes embedded between 10 knowledge areas and 5 process groups.

Framework-Key words or definitions

Project –Temporary and Unique in nature

Program-Related projects

Portfolio- To achieve Strategic Business Objectives

Triple Constraints- Time, Scope and Cost

Types of organization –Projectized, Functional, Matrix (Strong, Weak and Balanced)

Highest authority for Project Manager-Projectized and Strong

Weak Matrix- Project Manager is coordinator or expediter

Relationship between product lifecycle and project lifecycle-Product life cycle consists of multiple project lifecycle

Risk is high and cost of changes is low in the beginning of project

Project Data converted to Information and then Report

Integration Management

6 processes- 1 each under Initiating, Planning, Executing & Closing and 2 under M&C

Project selection method- For Present Value, Net Present Value, Benefit Cost Ratio and Internal Rate of Return go for highest value and for Pay Back Period go for lowest value

Scope Management

6 Processes, First 4 comes under Planning and last 2 M&C

Scope creep-Adding scope in an uncontrolled way

Gold plating- Adding extra to delight customer

Time Management

7 Processes, First 6 comes under Planning and last one M&C

Lead- Advance

Lag- Delay

Dependency- Mandatory, Discretionary, External and Internal

Relationships- FS (Most widely used), FF, SS and SF (Rarely Used)

Estimation techniques- Analogous (History), Parametric (Mathematical), Three point(range of estimate)

Bottom Up is most accurate

Reserves- Contingency reserve and Management reserve

Resource optimization- Resource leveling and resource smoothing

Compression techniques—Crashing (adds cost) and Fast Tracking (Risk increases)

Cost Management

4 Processes, First 3 comes under Planning and last one M&C

CV is negative and CPI less than one, Project is over budget

CV is positive and CPI greater than one, Project is under budget

SV is negative and SPI less than one, Project is behind the schedule

SV is positive and SPI greater than one, Project is ahead of the schedule

Quality Management

3 Processes, one each under Planning, Executing and M&C

Cost of quality-Cost of Conformance (Preventive) and Cost of non-conformance (corrective)

Quality tools- Fishbone/Ishikawa/Cause & Effect (Causes), Control chart (within the limits), Pareto chart or 80/20 rule (prioritize), Scatter diagram (correlation between variables), Histogram (Bar chart), Run chart (Trend), Flow chart (Process flow), Check sheet (tally sheet)

1 sigma-68.26%, 2 sigma-95.46%, 3sigma-99.73% and 6 sigma – 99.99%

Deming (Plan- Do-Check-Act), Kaizen (Small improvement)

HR Management

4 Processes, 1in Planning and rest 3 under Executing

RACI-Responsibility, Accountability (Ownership), Consult and Inform

RAM- Responsibility Assignment Matrix

Tuckman law- Forming, Storming, Norming, Performing and Adjourning

McGregor- Theory X(negative) and Theory Y(Positive)

Maslow- Physiological, Safety, social, esteem and self actualization (Highest)

Herzberg- Hygiene and motivational factors

Communication Management

3 Processes, one each under Planning, Executing and M&C

90% of time Project manager communicating

Communication Model- Sender, encoder, media, decoder and receiver

Communication methods- Interactive, push and pull method

Risk Management

6 Processes, 5 under Planning and last under M&C

Positive (Opportunity) and Negative (Threat)

Procurement Management

4 Processes, 1 each under Planning, Executing, M&C and Closing

Contract- Always win-win

Procurement documents- RFP, RFQ, RFB

Type of contracts- FP (Scope is clear to buyer and seller is at risk), CR (Scope is not clear to Buyer and Buyer is at risk), T&M (Project is short duration)

Stakeholder Management

4 Processes, 1 each under Initiating, Planning, Executing and M&C

High Power High Interest Manage

High Power Low Interest Satisfy

Low Power High Interest Inform

Low power Low Interest Monitor

Engagement level of stakeholders-Unaware, resistant, neutral, Supportive, Leading