preparepm.

com Tutorial - Project Fundamentals

This page covers general information about the discipline of project management. 1. A project is a temporary endeavor. Projects are unique and non-repetitive. Building a road is an example of a project. The process of building a road ta es a finite amount of time! and produces a unique product. "perations on the other hand are repetitive. #elivering mail every day is an example of operation. $. The characteristics associated %ith a project are - unique purpose! temporary in nature! require resources &often from various domains'! should have a primary sponsor and(or customer! and involves uncertainty. ). Project management is the application of no%ledge! s ills! tools! and techniques to project activities in order to meet project requirements *. A program consists of a related group of projects. Projects are finite %here as programs are ongoing and continuous. Programs may be repetitive and cyclic. +n some cases Project ,anagement is a subset of Program ,anagement. The project manager may report to the program manager in such cases. -. A subproject is a subset of a project. .ubprojects can be subcontracted. Technical or /unctional ,anager may be in charge of a subproject. 0. Type of organi1ation - This is an important concept to understand for the P,P exam. The type of organi1ations in decreasing order of Project ,anager2s authority are o Projecti1ed o .trong ,atrix o 3ea ,atrix o /unctional Project ,anager has maximum authority in a Projecti1ed organi1ation and least authority in a /unctional organi1ation. +n /unctional organi1ations staff is organi1ed based upon their specialty! such as engineering or sales. +n these organi1ations! functional managers are responsible for speciali1ed departments li e mar eting. +n /unctional organi1ation! the role of Project ,anager is limited. +n Projecti1ed organi1ation! P,s have more authority and independence. All the persons in the project team report to the Project ,anager. 4eal situations are a mixture of functional and projecti1ed organi1ations. These mixed situations are called matrix organi1ations. .trong matrix organi1ations have characteristics of projecti1ed organi1ations. 3ea matrix organi1ations have characteristics of functional organi1ations. 5. 6eadership style varies from autocratic to democratic. .hared leadership involves team members ta ing most of the decisions. +t encourages team development. 7. Project ,anagement consists of nine 8no%ledge Areas. These are o Project +ntegration ,anagement o Project .cope ,anagement o Project 9ost ,anagement o Project Time ,anagement 1

o o o o o

Project 4is ,anagement Project :uality ,anagement Project ;4 ,anagement Project 9ommunication ,anagement Project Procurement ,anagement

<ach 8no%ledge area has further Processes. There are a total of ** processes. <ach process has inputs! outputs and =tools and techniques= &+TT"'. The P,B"8 primarily covers each of the processes and it2s +TT" in detail. >ou need to understand the concepts related to each of the input! output and =tools and techniques=. ?. /urther the discipline of Project ,anagement has five project phases. These are o +nitiation o Planning o <xecution o 9ontrol o 9losure <ach process is part of one of these five project phases. +t is important to no% the project phase for each of the ** processes. 1@. Project .ponsors are primarily involved in funding the project. Tas s performed by project sponsor include o Provides financial support o Accepts the project during scope verification o ,ay provide ey milestone and deliverables due dates o #oes not sign the Project 9harter. This is done by .enior ,anagement. Tas s performed by the senior management include
o o o o

+ssues the project charter ;elps organi1e the %or into projects ;elps identify ris s Approves the final project plan

.ta e-holders are all the individuals that are concerned %ith the project. .ta eholders have vested interest in the outcome of the project. They include project team members! customers! management! and other individuals %ho get impacted by the project. .ta e holders role includes o o o o

#istributed information during the project. Aotified of project plan changes Are listed in the project team directory. Become ris o%ners.

11. At the end of each project phase! revie%s against a set of metrics are performed. +f the project fails to meet these metrics! the project may not be allo%ed to continue. These phase end revie%s are called .tage gates or Phase exits. 1$. At the beginning of the project there is less cost and demand for resources. Also there is a higher ris of failure at the beginning of the project

preparepm.com Tutorial - Project Integration Management

This chapter covers ey concepts related to Project +ntegration ,anagement. 1. The no%ledge area of Project +ntegration ,anagement consists of the follo%ing seven processes Project Integration Processes Process #evelop Project 9harter Project Phase Planning Key Deliverables Project 9harter Preliminary Project .cope .tatement Project ,anagement Plan #eliverables 4equested 9hanges Approved 9hange 4equests

#evelop Preliminary Project .cope Planning .tatement #evelop Project ,anagement Plan #irect and ,anage Project <xecution ,anage and 9ontrol Project 3or +ntegrated 9hange 9ontrol Planning <xecution 9ontrol 9ontrol

9lose Project 9losure /inal product $. A project charter o /ormally authori1es the project. o Bives the objectives and business case o +dentifies the Project ,anager. o Beneric enough not to change often. o 3ritten by a ,anager higher in authority than Project ,anager. o +ncludes name! description! deliverables o A project does not start unless it has a Project charter. ). #uring project execution the project team focuses on completing the tas s assigned. The .enior ,anagement protects the project from changes and loss of resources. The Project ,anager integrates all the pieces into the project as a %hole. *. The +nputs! Tools and Techniques! and "utputs of the Project Plan #evelopment process are given in the table belo%. Project Plan Development Inputs Tools & Techni ues !utputs Project Plan "ther Planning outputs Project Planning ,ethodology

;istorical +nformation .ta e holder s ills and 8no%ledge "rgani1ational Policy 9onstraints Project ,anagement +nformation .ystem &P,+.' <arned Calue ,anagement &<C,'

Assumptions -. At the end of each phase of a project! a lessons learned document must be prepared. The lessons learned document defines %hat %as done right! %rong etc. +t is required to be completed in order for the project to be completed. 0. Project ,anagement +nformation .ystem &P,+.' is a system that eeps trac of status of all the project tas s. +t is used to trac the status of the project. The exam does not focus on any specific system &for example ,icrosoft Project '. 5. Project Plan is developed by Project ,anager %ith inputs from the team! sta e holders and management. Project Plan development is iterative. A project plan is bought into! approved! realistic and formal. 7. A Project Plan includes o Project 9harter o Budget o .chedule o 4esources o .cope .tatement o 3B. o 4esponsibility charts(assignments o ,anagement Plans ?. Project baseline refers to the original version of the project plan. 1@. Progressive "laboration involves the process of ta ing a project from concept to detailed design. 11. 8ic -off meeting happens after the planning phase and before the project execution. +t is typically used to communicate responsibilities of ey sta e holders. 1$. #hange #ontrol $oard is formed to revie% change requests. +t is used to approve or reject change requests. After the project scope has been baselined! each requested change must go through a change control revie% process. 1). Project ,anager needs to be proactive in loo ing for deviations from project plan and then ta e timely corrective action. After that the Project ,anager needs to evaluate the effectiveness of corrective action! and measure performance of corrective action! and then determine the need for further corrective action. 1*. 3hen a change request is received! the follo%ing steps must be ta en &in this order' <valuate &assess' the impact of change to the project 9reate alternatives including cutting other tas s! crashing! fast-trac ing etc. 3. ,eet %ith management! sponsors etc. 4. ,eet %ith the customer if necessary
1. 2.

preparepm.com Tutorial - Project %cope Management

This chapter covers ey concepts related to Project .cope ,anagement. 1. The no%ledge area of Project .cope ,anagement consists of the follo%ing processes %cope Management Processes Process .cope planning .cope definition 9reate 3B. Project Phase planning planning planning Key Deliverables scope management plan project scope statement 3B.! 3B. dictionary Acceptance deliverables

.cope verification 9ontrol $.

). *. -.

.cope control 9ontrol 4equested 9hanges The no%ledge area of %cope Management includes the processes required to ensure that the project includes all the %or ! and only all the %or required to complete the project successfully. +t is primarily concerned %ith controlling %hat is and %hat is not in the scope. Project Portfolio ,anagement is the process of project selection. +t involves ma ing a decision about %hich project an organi1ation should execute. There are t%o types of project selection methods. These are o Benefits ,easurement o 9onstrained "ptimi1ation Benefits ,easurement project selection methods involve comparing the values of one project against another. There are the follo%ing type of Benefit ,easurement project selection techniques o ,urder Boards - This involves a committee as ing tough questions from each project o .coring ,odels - #ifferent projects are given scores based on certain defined criteria. Project %ith higher score is selected. o Benefits 9ost 4atio - This technique involves computing benefits to cost ratio &B94' for a project. Project %ith higher B94 is selected. o Paybac period - This technique involves considering ho% long it ta es bac to =pay bac = the cost of the project. +nflation or interest earned in not considered in this technique. A project %ith lo%er pay bac period is better. o #iscounted 9ash /lo% - This technique ta es into account the interest earned on the money. The /uture Calue &/C' of projects is compared.
FV=PV(1+i)n

PC is the present value of the project. A project %ith higher present value is better. +nternal 4ate of 4eturn &+44' - A project that has higher +44 is better! as it is giving higher return on money.

0. 9onstrained "ptimi1ation Project selection methods are used for large projects. These are techniques based on mathematical models. The 9onstrained "ptimi1ation techniques are o 6inear Programming o Aon-6inear Programming o +nteger Algorithm o #ynamic Programming o ,ulti-objective Programming 5. <xpected monetary value of a project &or expected value' is equal to probability*impact. .o if probability of a project2s success is $@D and revenue earned if successful is E1@@@@@! then the net value of the project %ill be E$@!@@@. A project %ith higher net value should be selected %hen performing project selection. 7. Management by !bjective &M$!' is a management philosophy %ith three objectives o <stablish unambiguous and realistic objectives o Periodically <valuate if objectives are being met o Ta e corrective actions. ,B" %or s only if management supports it. ?. The tools and techniques of the .cope planning process are - <xpert Fudgment and =Templates! forms and standards=. The process has only one output - Project .cope ,anagement Plan. 1@. 3or Brea do%n .tructure &3B.' is an important part of the exam. +t is a graphical representation of the hierarchy of the project. The 3B. template can be reused across projects. 3B. forces the project team to thin through all the levels of the project. +f a tas is not in the 3B.! then it is not part of the project. 11. ()(* rule +or ,$% - Ao tas should be less than 7 hours or more than 7@ hours. 1$. ,$% dictionary explains all the 3B. components. Also 3B. is input to most of the planning processes. .pecifically 3B. is input to the follo%ing processes o 9ost <stimating o 9ost Budgeting o .cope control o Activity #efinition o Plan Purchases and Acquisitions 1). The .cope Cerification is the process in %hich the project customer formally accepts the project deliverables. .cope Cerification happens at the end of each phase. +t is the customer feedbac on a detailed basis. 3hile .cope Cerification focuses on customer acceptance! :uality 9ontrol focuses on correctness of %or . 1*. The table belo% gives inputs! Tools G Techniques! and "utputs of the .cope Cerification process. %cope -eri+ication Process Inputs Tools & !utputs

Techni ues Project .cope .tatement 3B. #ictionary Project scope management plan #eliverables Project Plan +nspection Accepted #eliverables 4equested changes 4ecommended corrective actions

preparepm.com Tutorial - Project Time Management

This chapter covers ey concepts related to Project Time ,anagement. 1. The no%ledge area of Project Time ,anagement consists of the follo%ing processes Time Management Processes Process Activity #efinition Activity .equencing Activity 4esource <stimating Project Phase Planning Planning Planning Key Deliverables Activity 6ist! ,ilestone list Project .chedule net%or diagrams Activity resource requirements! 4esource brea do%n structure Activity duration estimates! Activity attributes &updates' Project .chedule! .chedule model data Performance measurements! 4equested changes

Activity #uration <stimating Planning .chedule #evelopment .chedule 9ontrol Planning 9ontrol

$. +nputs to Activity #efinition process are o <nterprise environmental factors o "rgani1ational process assets o Project .cope .tatement o 3B. o 3B. #ictionary o Project ,anagement Plan ). The Activity .equencing process has the follo%ing inputs and Tools and Techniques .ctivity %e uencing Process Inputs Project scope statement Activity 6ist Activity attributes Tools and Techni ues Precedence diagram method &P#,' or A"A Arro% diagram method &A#,' or A"A .chedule Aet%or Templates

,ilestone list

#ependency determination

Approved change requests Applying leads and lags *. Tools and Techniques for Activity #uration <stimating process are o <xpert Fudgment o Analogous <stimating o Parametric estimating o Three point estimating o 4eserve analysis -. The .chedule #evelopment process has the follo%ing inputs and Tools and Techniques %chedule Development Process Inputs "rgani1ational process assets Project scope statement Activity 6ist Activity attributes Activity 4esource requirements 4esource 9alendars Activity duration estimates Project ,anagement Plan 4is 4egister Tools and Techni ues .chedule net%or analysis 9ritical path method .chedule 9ompression 3hat-if scenario analysis 9ritical chain method Project ,anagement .oft%are Applying calendars Adjusting 6eads and 6ags

Project .chedule Aet%or diagram 4esource levelling

.chedule ,odel 0. Bar charts &or Bantt charts' are used to display tas s and their dates in a graphical fashion. They are used to display information of the type tas 1 is scheduled from date A to date B. Typically the date range is displayed in the H-axis and the tas s on the >-axis. Bar charts do not sho% tas dependencies. They are generally used to trac progress and sho% to the team. 5. ,ilestone charts are similar to bar charts but display only major events. They display major milestones &for example bridge design completed'. They are used to report status to ,anagement. 7. Aet%or diagrams are used to display activities and their dependencies. Aet%or diagrams can be used to perform critical path analysis. Aet%or diagrams can also be used to perform crashing and fast trac ing of the project. There are t%o type of net%or diagrams o Activities on Aode &or Precedence' o Activities on Arro% &or A"A' Precedence is most commonly used. A"A and A"A cannot have loops or conditional relationships.

?. An activity in a net%or diagram is displayed as sho%n belo%. Activity name Activity Aumber <stimate 1@. As an example #ocumentation $ - days 11. +n the above example #ocumentation is activity number $ and is estimated to last - days. 1$. Precedence &or Activity on Aode' diagrams can be used to display four type of relationship bet%een activities. These are o /inish-To-.tart o .tart-To-.tart o .tart-To-/inish o /inish-To-/inish /inish-to-start relationship means the dependent activity cannot start until the first activity is finished. This is the most common %ay to represent relationships bet%een activities. 1). Activity on Array &A"A' net%or diagrams have the follo%ing characteristics. o A"A only uses /inish-To-.tart relationship bet%een tas s. o P<4T and 9P, can only be used %ith A"A. o #ummy events are sho%n %ith dotted lines. They do not ta e any time. They sho% dependencies bet%een tas s. 1*. 6ongest path through the net%or diagram is called the critical path. The activities on the critical paths are called critical activities. 1-. 6ags are inserted %aiting times in bet%een tas s. /or example Tas B cannot start until three days after tas A completes. 10. .lac or /loat is the amount of time a tas can be delayed %ithout delaying the project. Tas s on the critical path have 1ero float. 15. 9ritical Path ,ethod &9P,' has the follo%ing characteristics. o +t uses one time estimate per activity o +t can be dra%n only using A"A diagrams o +t can have dummy events 17. Program <valuation and 4evie% Technique &P<4T' has the follo%ing characteristics. o +t uses three estimates per activity - optimistic! pessimistic and most li ely o +t can be dra%n only using A"A diagrams o +t can have dummy events 1?. P<4T utili1es more information than 9P, as it considers the =Pessimistic= and ="ptimistic= values in addition to the =,ost 6i ely= value in its calculations. The follo%ing are formulae used by P<4T Mean = (P + 4M + O)/6 tan!ar! "e#iation = (P$O)/6 Variance = ((P$O)/6)2

;ere P is the pessimistic estimate! " is the optimistic estimate and , is the most li ely estimate. $@. B<4T is another type of net%or diagram. +t can support looping. $1. +f a project has more than one critical paths then the ris to the project increases. $$. 4esource levelling refers to eeping the resources same across the duration of the project.

preparepm.com Tutorial - Project #ost Management

This chapter covers ey concepts related to Project 9ost ,anagement. 1. The no%ledge area of Project 9ost ,anagement consists of the follo%ing processes Project #ost Processes Process Project Phase Key Deliverables Activity 9ost <stimates! 9ost ,anagement Plan 9ost Baseline

9ost <stimating Planning 9ost Budgeting Planning 9ost 9ontrol $. ). *. 9ontrol

-.

9ost <stimates &updates'! 9ost baseline &updates' Alternative identification process identifies other solutions to an identified problem. Calue Analysis approach is used to find more affordable! less costly methods for accomplishing the same tas . The 9ost <stimation process ta es the follo%ing inputs o <nterprise environmental factors o "rgani1ational process assets o Project scope satement o 3B. o 3B. dictionary o Project ,anagement plan .chedule ,anagement plan! .taffing ,anagement plan! 4is register #epreciation is technique used to compute the estimated value of any object after fe% years. There are three type of depreciation techniques. These are o %traight line depreciation The same amount is deprecated &reduced' from the cost each year. o Double-declining balance - +n the first year there is a higher deduction in the value - t%ice the amount of straight line. <ach year after that the deduction is *@D less than the previous year. o %um o+ year depreciation - 6ets say the life of an object is five years. The total of one to five is fifteen. +n first year %e deduce -(1- from the cost! in second year %e deduce *(1-! and so on.

1@

0. Analogous <stimating is an estimating technique %ith the follo%ing characteristics o <stimates are based on past projects &historical information' o +t is less accurate %hen compared to bottom-up estimation o +t is a top-do%n approach o +t ta es less time %hen compared to bottom-up estimation o +t is a form of an expert judgment 5. +n Parametric Modeling "stimation! you use a mathematical model to ma e an estimate. +t is of t%o types. o /egression .nalysis is a mathematical model based upon historical information. o 0earning #urve model is based upon the principal that the cost per unit decreases as more %or gets completed. 7. Bottom up estimation is same as 3B. estimation. +t involves estimating each %or item and adding the estimates to get the total project estimate. ?. >ou can expect five to ten questions related to <arned Calue ,anagement. These are generally pretty simple once you have good understanding of the concepts! and remember the formulae. These formulae are explained belo%. 1@. Planned -alue &P-' refers to %hat the project should be %orth at this point in the schedule. +t is also referred as B93. &Budgeted 9ost of 3or .cheduled'. 11. "arned -alue &"-' is the physical %or completed to date and the authori1ed budget for that. +t is also referred as B93P &Budgeted 9ost of 3or Performed'. 1$. .ctual #ost &.#' is the actual amount of money spent so far. +t is also referred as A93P &Actual 9ost of 3or Performed'. 1). "stimate .t #ompletion &".#' refers to the estimated total cost of the project at completion. 1*. #PI refers to 9ost Performance +ndex. +t is defined as
%P& = 'V/(%

+f 9P+ is less than 1! this means that the project is over budget. 1-. $.# refers to Budget at 9ompletion. +t is related to <A9.
'(% = )(%/%P&

10. "T# refers to <stimate to 9ompletion. +t is defined as

'*% = '(% $ (%

15. #- refers to 9ost Cariance. +t is defined as

%V = 'V $ (%

17. %- refers to .chedule Cariance. +t is defined as

V = 'V $ PV

Aegative cost or schedule variance means that project is behind in cost or schedule. 1?. %PI refers to .chedule Performance +ndex. +t is defined as
P& = 'V/PV

$@. -.# refers to Cariance At 9ompletion. +t is defined as

V(% = )(% $ '(%

$1. The process of 9ost budgeting defines time phased cost estimates for the project. /or example! in the first month the project %ill require E1@!@@@. 9ost estimating

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involves defining cost estimates for tas s. 9ost budgeting defines cost estimates across time. $$. The tools and techniques used for 9ost <stimating are o Analogous estimating o #etermine resource cost rates o Bottom-up estimating o Parametric estimating o Project ,anagement soft%are o Cendor bid analysis o 4eserve analysis o 9ost of quality $). 9ost baseline refers to %hat is expected to be spent on the project. +t is usually an .-curve. That is the expenditure is less in the beginning! and the end. The expenditure is maximum during the middle of the project. $*. The after project costs are called life cycle costs.

preparepm.com Tutorial - Project /is1 Management

This chapter covers ey concepts related to Project 4is ,anagement. 1. The no%ledge area of Project 4is ,anagement consists of the follo%ing processes /is1 Management Processes Process 4is +dentification :ualitative 4is Analysis :uantitative 4is Analysis 4is 4esponse Planning Project Phase Planning Planning Planning Planning Key Deliverables 4is ,anagement Plan 4is register 4is register &updates' 4is register &updates' 4is related contractual agreements 4is ,anagement Planning Planning

4is ,onitoring and 9ontrol 9ontrol 4equested changes $. A project ris is a potential source of deviation from the project plan. Project ris s can have a negative or positive impact on the project. Project ris s that are negative are called threats. Project ris s that are positive are called opportunities. ). 4esponses to threat include -o 4educing the probability of ris o #eveloping contingency plans o Passively accepting consequences. o Transferring ris +nsurance is an example of transferring ris . *. Aon-critical ris s should be documented. They should be revisited and revie%ed regularly. -. 4is s are identified in all phases. 1$

0. 3or -around refers to ho% to handle ris s that have occurred but are not part of ris response plan. This happens in ris monitoring and control phase. 5. #elphi technique is most commonly used to obtain expert opinions on technical issues. +t can be used to get inputs on .cope! <stimates or 4is s. .ome characteristics of the #elphi technique are o The experts identities are anonymous. They are not in the same room. o The P, tries to build a consensus among the experts.

preparepm.com Tutorial - Project 2uality Management

This chapter covers ey concepts related to Project :uality ,anagement. 1. The no%ledge area of Project :uality ,anagement consists of the follo%ing processes 2uality Management Processes Process :uality Planning Project Phase Planning Key Deliverables :uality ,anagement Plan! :uality ,etrics! :aulity baseline 4equested changes

Perform :uality Assurance <xecution $.

). *. -. 0. 5. 7.

Perform :uality 9ontrol 9ontrol :uality control measurements Brade refers to category or ran given to entities having same functional use but different technical characteristics. As an example! for different grades of hotels! the customers expectations are different. Poor grade may be acceptable! but poor quality is not. The aim of quality is to ensure =9onformance to requirements= and =fitness for use=. :uality Policy defines the company goals and ho% to adhere to them. This acts as an input to :uality Planning for a project. #eming suggested a process of Plan-#o-9hec -Act to improve quality. According to #eming! each process should go through these steps to improve the quality. Kai3en Theory - Apply continuous small improvements to reduce costs and ensure consistency. Marginal .nalysis - >ou compare the cost of incremental improvements against the increase in revenue made from quality improvements. "ptimal quality is reached %hen cost of improvements equals the costs to achieve quality. The value of sigma of Aormal #istribution are given belo%. These are important for the exam. 4ormal Distribution %igma values %igma "ne sigma T%o sigma Percentage covered 07.$0D ?-.*0D

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Three sigma ??.5)D .ix sigma ??.??D ?. Based on the above table! %e can see that in six sigma one out of 1@!@@@ items can have defects. +n three sigma! t%enty seven out of 1@!@@@ items can have defects. 1@. The follo%ing are inputs to :uality Planning Process o <nterprise environmental factors o "rgani1ational process assets o Project .cope statement o Project management plan 11. Biving extras i.e. doing more than the project scope is called gold-plating. P,+ does not recommend gold-plating. 1$. :uality must be planned in and not inspected in. Prevention is more important than inspection. 1). The follo%ing are tools and techniques for :uality Planning process o Benefit(9ost Analysis o Benchmar ing o Additional quality planning tools o #esign of experiments o 9ost of quality 1*. :uality Assurance is done during execution of the project. +t includes o Process of evaluating overall performance on a regular basis o 4e-evaluating quality standards o :uality audits - structured revie% of quality activities that identify lessons learned. These lessons learned are used for process improvement. 1-. Perform :uality 9ontrol focuses on correctness of %or . +t includes inspections. The tools and techniques used for :uality 9ontrol are o 9ause and effect diagram o 9ontrol charts o /lo%charting o ;istogram o Pareto chart o 4un chart o .catter diagram o .tatistical .ampling o +nspection o #efect repair revie% 10. +n Fust-+n-Time &F+T' :uality! the amount of inventory is 1ero. The inputs are made available! just %hen they are required. This reduces the storage cost. 15. /ule o+ seven I +n control charts! if there are seven points on one side of mean! then an assignable cause must be found. 17. The process of .nalogous "stimation involves loo ing at the history of past projects! and use them to ma e estimates.

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preparepm.com Tutorial - Project 5/ Management

This chapter covers ey concepts related to Project ;4 ,anagement. 1. The no%ledge area of Project ;4 ,anagement consists of the follo%ing processes 5/ Management Processes Process Project Phase Key Deliverables "rgani1ation 9hart! 4oles and responsibilities! .taffing ,anagement Plan Project .taff assignments Team performance assessment

;uman 4esource Planning Planning Acquire Project Team #evelop Project Team <xecution <xecution

,anage Project Team 9ontrol 4equested changes $. The table belo% gives the inputs! and tools and techniques for the ;uman 4esource Planning process 5uman /esource Planning Process Inputs <nterprise environmental factors "rgani1ational process assets Tools and Techni ues "rgani1ation charts and position descriptions "rgani1ational Theory

Project ,anagement Plan Aet%or ing Activity resource requirements ). /esponsibility .ssignment Matri6 &/.M' defines %ho does %hat. The %ta++ing Management Plan defines %hen %ill people get added and removed from the project. *. A Project ,anager may yield authority over the project team in one of the follo%ing %ays o 4eferent - project team no%s the P, o /ormal Po%er - Po%er due to Project ,anagers position o Technical Po%er - Project ,anager has strong technical s ills in the projects domain. o 9oercive Po%er - The project team is afraid of the po%er the Project ,anager holds. -. 9onflicts in the team are caused due to the follo%ing reasons in decreasing order of occurrences. o .chedules o Project Priorities o 4esources o Technical "pinions .o the most common cause of conflicts in projects are issues related to schedules.

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0. 9onflicts are best resolved by those in the team. 5. There are standard conflict resolution techniques available to resolve conflicts. These are &from best to %orst' o Problem .olving or 9onfrontation &loo at the facts! analy1e them and find a solution'. This is an example of %in-%in situation. o 9ompromising &/ind the middle route'. This is an example of loose-loose situation. o 3ithdra%al or Avoidance o .moothing &<mphasi1e the agreements' o /orcing &#o it my %ay'. This is an example of %in-loose situation. 7. The process of problem solving has these steps o #efine the cause of the problem o Analy1e the problem o +dentify solution o +mplement a decision o 4evie% the decision! and confirm that the problem is solved. ?. 3ar room is a technique for team building. As part of this the project team meets in one room. +t helps to create a project identity. 1@. 5alo "++ect is the assumption that because the person is good at a technology! he %ill be good as a project manager. 11. There are many organi1ational theories. .ome of the main ones are - <xpectancy Theory! ,cBregory Theory! ;er1berg Theory! ,aslo%2s ;ierarchy of needs. 1$. "6pectancy Theory - People accept to be re%arded for their efforts. This is a motivation factor. People put in more efforts because they accept to be re%arded for their efforts. 1). Mc7regory Theory o+ 8 and 9 - There are t%o type of employees. <mployees of type H need to be al%ays %atched. They cannot be trusted and need to be micro managed. <mployees of type >! on the other hand! are self-motivated. They can %or independently. 1*. 5er3berg Theory - ;ygiene factors &salary! cleanliness etc.' if not present can destroy motivation. ;o%ever good hygiene alone does not improve motivation. 3hat motivates people is the %or itself. The motivation factors for employees include responsibility! self-actuali1ation! gro%th! recognition etc. 1-. Maslo:;s 5ierarchy o+ needs - there are various levels of needs for an employee. 3hen a lo%er level is met! employee attempts to reach the next higher level. The maximum satisfaction is achieved %hen the employee reaches the highest level of satisfaction - self-fulfillment. These level of needs from the highest to lo%est are o .elf-fulfillment o <steem o .ocial o .afety o Physiology

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preparepm.com Tutorial - Project #ommunication Management

This chapter covers ey concepts related to Project 9ommunication ,anagement. 1. The no%ledge area of Project 9ommunication ,anagement consists of the follo%ing processes #ommunication Management Processes Process Project Phase Key Deliverables 9ommunication ,anagement Plan "rgani1ation process assets &updates' Performance 4eports 9ommunication Planning Planning +nformation #istribution <xecution Performance 4eporting 9ontrol

,anage .ta eholders 9ontrol 4esolved issues $. 9ommunication ,anagement Plan defines ho% and %hen the various sta eholders receive information! and communicate %ith each other. ). ,emos! emails are examples of non-formal communication. *. The total number of communication channels bet%een n sta eholders is n&n-1'($. .o if there are ten sta eholders in a project! there are *- channels of communication.

preparepm.com Tutorial - Project Procurement Management

This chapter covers ey concepts related to Project Procurement ,anagement. 1. Procurement ,anagement involves getting %or done by people outside the project team. The no%ledge area of Project Procurement ,anagement consists of the follo%ing processes Procurement Management Processes Process Project Phase Key Deliverables Procurement ,anagement Plan 9ontract .tatement "f 3or ! <valuation 9riteria .ellers list! Proposals .elected .ellers! 9ontract 9ontract 9hanges Plan Purchases and Acquisitions Planning Plan 9ontracting 4equest .eller 4esponses .elect .ellers 9ontract Administration Planning <xecution <xecution <xecution

9ontract 9losure 9losure 9losed 9ontracts $. Procurement Planning involves build versus buy decisions.

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). A contract is a formal agreement. +t is a legal document biding to both seller and buyer. 9hanges to contract must be in %riting and formally controlled. ,ost Bovernments bac all contracts by providing a court system. *. %ole %ource refers to a mar et condition in %hich only one qualified seller exists in the mar et. %ingle %ource refers to a mar et condition in %hich the company prefers to contract %ith only one seller. !ligopoly refers to a mar et condition %here very fe% sellers exist! and the action of one seller %ill have impact on other seller pri1es. -. 9ontract can be used as a ris management tool! as in transferring ris . 0. #entrali3ed #ontracting refers to a separate contracting office that handles contracts for all projects. +n De-centrali3ed #ontracting a contract administrator is assigned for each project. 5. /orce majeure is a po%erful and unexpected event! such as hurricane or other disaster. 7. Privity is contractual information bet%een customer and vendor

preparem.com Tutorial - #ode o+ Pro+essional "thics

This chapter covers P,+2s code of Professional 9onduct. The P,P code of Professional 9onduct is defined at %%%.pmi.org(prod(groups(public(documents(info(P#9JP,P9ode"f9onduct.pdf 1. #ulture %hoc1 refers to the initial disorientation that a person first experiences %hen visiting a country other than his o%n. $. "thnocentrism is a typical belief that one2s culture is superior to the foreigner2s culture. PMP;s #ode o+ Pro+essional #onduct is a document provided by P,+. +t is a guide to Project ,anagers on ho% to conduct as a professional.

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