PMP

Memory Sheets
Everything You Must Know To Pass Your Certification Exam
Memory Sheet

How To Calculate Float

Complete The Forward Pass Complete The Backward Pass
The Early Start (ES) of the first task is one. The Early Finish (EF) is Backward pass starts at the end of the PND. The Late Finish (LF) for
a task’s ES, plus the duration, minus one. the last activity in the PND equals its EF value. The Late Start (LS) is
calculated by subtracting the duration of the activity from its LF,
The ES of the next task(s) will be the EF for the previous activity,
plus one.
plus one.
The next predecessor activity’s LF equals the LS of the successor
The EF for the next task(s) equals its ES, plus the task duration,
activity minus one.
minus one.
The LS is again calculated by subtracting the task’s duration from
Use caution with predecessor activities; the EF with the largest
the task’s LF, plus one.
value is carried forward.

Calculate Float
To calculate float, the ES is subtracted from the LS and/or the EF is subtracted from the LF. The following illustration shows a completed PND with the
float exposed.

6 5 10 11 7 17
Early Start Duration Early Finish

B D
1 5 5 18 5 22
6 0 10 11 0 17 Path Duration:
A F ABDF = 22
6 3 8 9 5 13 ACEF = 18
1 0 5 18 0 22
C E
Late Start Float Late Finish
10 4 12 13 4 17

Time Facts Task Relationships

Lag Finish-to-Start (FS)
Waiting time between activities (positive time). This relationship means Task A must complete before Task B can begin.
This is the most common relationship.
Lead
Activities are moved closer together or overlap (negative time).
Start-to-Start (SS)
Crashing This relationship means Task A must start before Task B can start.
Adding resources to reduce the project duration. Crashing adds costs This relationship allows both activities to happen in tandem.
to the project.

Fast Tracking Finish-to-Finish (FF)

Allows project phases to overlap to reduce the project duration. This relationship means Task A must complete before Task B does.
Fast tracking adds risk to the project. Ideally, two tasks must finish at exactly the same time, but this is not
always the case.
Free Float
The amount of time an activity can be delayed without delaying the Start-to-Finish (SF)
next activity’s start date. This relationship is unusual and is rarely used. It requires Task A to start
so that Task B may finish. It is also known as Just-InTime (JIT)
Total Float scheduling.
The amount of time an activity can be delayed without delaying the
project’s end date.
Memory Sheet

Earned Value
Management Formulas
Formula Definition Equation Indication
Planned Value (PV) What the project should be worth

Earned Value (EV) What the project is worth Percent complete X BAC

Actual Cost (AC) What the project has spent so far

Budget At Completion (BAC) What the project budget is

The difference between earned Positive – under budget

Cost Variance (CV) EV-AC
value and the actual costs Negative – over budget

The difference between earned Positive – ahead of schedule

Schedule Variance (SV) EV-PV
value and planned value Negative – behind schedule

Projection of being over or under

Positive – under budget
Variance At Completion (VAC) budget based on current BAC-EAC
Negative – over budget
performance

Cost Performance Shows overall cost efficiency Greater than 1 – under budget
EV/AC
Index (CPI) on the project Less than 1 – over budget

Greater than 1 – ahead of schedule

Schedule Performance Index (SPI) Shows overall schedule adherence EV/PV
Less than 1 – behind schedule

Estimate At Completion (EAC) Forecasts final project costs Assumes the project is performing
BAC/CPI
standard formula based on current performance well and should continue as planned

Estimate At Completion (EAC)

Forecasts final project costs Use when there have been unusual
future work at planned costs AC + (BAC-EV)
based on current performance costs that are not likely to continue
formula

Estimate At Completion (EAC) Forecasts final project costs AC + ETC Use this formula when the original
initial costs estimates flawed based on current performance cost estimate was flawed

Estimate At Completion (EAC) Use this formula when you want to

Forecasts final project costs
CPI and SPI affect remainder of AC + [BAC-EV/ (CPI x SPI)] weigh the importance of time/cost
based on current performance
project in the final cost completion

Predict how much more the How much more will the project
Estimate To Complete EAC-AC
remainder of the project will costs need to finish?

Greater than 1 – harder to complete

Predicts likelihood of reaching
TCPI utilizing BAC (BAC-EV)/(BACAC) and meet BAC Less than 1 – easier
BAC
to complete and meet BAC

Greater than 1 – harder to complete

Predicts likelihood of reaching
TCPI utilizing EAC (BAC-EV)/(EACAC) and meet EAC Less than 1 – easier
EAC
to complete and meet EAC
Memory Sheet

Charts
Run Chart Control Chart
5.0 Rule Of Seven Non-random Event
M..
4.0 Upper Spec
3.0
Control Limit
2.0
1.0 Mean
0.0
Control Limit
20/03/2025

22/03/2025

23/03/2025

24/03/2025
16/03/2025
14/03/2025
13/03/2025

21/03/2025
15/03/2025

17/03/2025

Lower Spec
Assignable Cause
Out Of Control Assignable Cause

Pareto Chart Burndown Chart

70 100% Actual Ideal
50

60 80% 45

40
50 60%
Effort

35

30
45 40%
25
Category 4
Category 2

Category 3

Category 5

0
Category 1

40 20%
1 2 3 4 5 6 7 8 9 10

35 0% Iteration

Kanban Board Ishikawa Chart

To Do Design Dev Test Deploy Done!
Effect:
Problem
To Solve

Contributing Causes
Major Causes

Raci Charts
Jo Sam Mary Mike Alice
Task 1 R A C I I

Task 2 A C C C R
Task 3 C C I A R
Task 4 R R R A I
Task 5 I I R A C

Responsible, Accountable, Consulted, Informed - Only One Person Accountable Per Task
Memory Sheet

Quality Facts
Quality is a conformance to requirements and a fitness for use. It is fulfilling the project scope.
Grade is a category or rank given to entities having the same functional use but different technical characteristics.
Gold plating is the process of adding extra features to drive up costs and consume the budget.
Quality assurance is a prevention-driven process to do the project work right the first time.
Quality control is an inspection-driven process to keep mistakes from entering the customers' hands.
Scope creep is the addition of small, undocumented changes that bypass the scope change control system. Scope creep is sometimes called project poison.
Cost of poor quality, also known as the cost of nonconformance to quality, is the cost of not achieving quality: rework, loss of life or limb, loss of sales.
Prevention aims to keep errors out of the process.
Inspection aims to keep errors away from customers.
Attribute sampling shows if the results conform to requirements or not. Variable sampling shows the degree of conformity.
Tolerances demonstrate the range of acceptable results.

Key Project Manager Powers

Expert: The authority of the project manager comes from experience with the technology the project focuses on.
Reward: The project manager has the authority to reward the project team.
Formal: The project manager has been assigned by senior management and is in charge of the project. Also known as positional power.
Coercive: PM has authority to discipline project team members. Can also mean PM refers to person with organizational power.
Referent: Project team personally knows project manager. Can also mean project manager refers to person who assigned him the position.

Eight Risk Responses

Escalate: The risk (or opportunity) is outside of the project scope and is escalated to management.
Avoidance: Avoid the risk.
Mitigation: Reduce the probability or impact of the risk event.
Acceptance: The risk may be small so the risk may be accepted.
Transference: Risk ownership is transferred to third party, usually for a fee.
Enhance: A positive risk strategy to increase the probability/impact of the opportunity for the project.
Exploit: A positive risk that a project wants to take advantage of.
Share: A positive risk that can be shared with the organization or other projects.

Risky Terms
Contingency Fund: An amount of funds used to offset a project's risks. Business Risk: Offer an upside or a downside.
Secondary Risks: A risk response creates another risk. Qualitative Analysis: Qualifying the risks for legitimacy.
Residual Risks: A risk response may create small generally accepted risks. Quantitative Analysis: Quantifies the risk exposure.
Triggers: Condition, event, or warning sign that a risk is about to happen. Utility Function: A person's or organization's willingness to accept risk.
Usually “triggers” a risk response. Relative to the project priority as high-priority projects are typically risk
Positive Risk: Risks with a positive impact; also called opportunity. adverse. Also known as risk tolerance.
Negative Risks: Risks with a negative impact; also called threats.
Pure Risk: Only offers a negative impact (injury, fire, theft, destruction).
Memory Sheet

Human Resource Theories

Maslow's Hierarchy of Needs Maslow’s Hierarchy of Needs
Maslow believed that we have five needs; we're on a quest to satisfy these needs.
The needs are, from the bottom up:
Physiological. We need air, food, clothing, and shelter.
Safety. We need safety and security.
Social. We need friends, approval, and love.
Esteem. We need respect, appreciation, and approval.
Self-actualization. We need personal growth, knowledge, and fulfilment.

Halo Effect
All opinions are formed by one component. A great engineer doesn't always make a
great project manager.

Parkinson’s Law
Individuals allow their work to consume all of their time. Work will expand to fill
the amount of time allotted to it.

Herzberg’s Theory of Motivation

Herzberg's Theory of Motivation
There are hygiene agents and motivating agents. Hygiene agents are expectations for
employment, paycheck, insurance, safe working environment. Motivating agents are
motivators for employees such as bonuses, career advancement, opportunity to grow.
Hygiene agents will not motivate, but their absence will de-motivate.

Ouchi’s Theory Z
Workers do well if motivated. This provides participative management, familial work
environment. and lifelong employment. Known as Japanese Management Style.

McGregor’s X and Y
Management's perspective of employees. X people are bad, lazy, and need to be McGregor’s X and Y
micromanaged. Y people are self-directed. Most managers have X and Y attributes.

McClelland’s Theory of Needs

Needs are acquired over time and are shaped by life experiences. Our needs are
categorized as achievement, affiliation, and power. McClelland used a Thematic
Apperception Test (TAT) to determine an individual’s needs.

Vroom’s Expectancy Theory

People behave based on what they believe (expect) their behavior to bring them.
Memory Sheet

Integrated Change Control

Change Requests Configuration Management System
(Possible) Change Control Board
Scope Change Management System

Cost
Integrated Change Control
Time
Contract Approved, Declined, or Deferred Change Request
Scope Risk
Corrective Action Time Procurement
Project Management Plan Updates
Preventive Action Cost Stakeholders
Quality
Project Policies Project Document Updates
Human Resources
Procedures Communications
Change Log Updates

Project Procurement
Buyer: Sellers
Statement Of Work
Invitation To Bid Bidder Conference
Request For Quote
Request For Proposal SOW Updates

Buyer
Seller Response:
Bid
Quote Negotiations
Proposal
Source Selection

Contract

Contract Closure

Procurement terms
- Contracts: An offer and consideration. Contracts are backed by the court system.
- Cost-Reimbursable Contracts: Risk is with the buyer as the buyer pays for cost overruns.
- Fixed-Price (Lump-Sum Contracts): Risk is with the seller as seller pays for cost overruns.
- Time and Materials Contract: Buyer pays for the time and materials of the vendor. Must have a Not-to-Exceed (NTE) clause.
- Purchase Order: A unilateral form of a contract.
- Letter of Intent: The buyer tells the vendor they intend to do business with them; not a binding agreement.
- Letter Contract: Generally short-term purchase used as a stopgap or emergency response.
- Bidder Conference: Vendors all meet with the buyer to discuss the details of the statement of work so they may ask questions for details.
- Contract Closure: Contracts are closed according to the terms of the contract. This includes payment and possible contract cancellation.
Memory Sheet

49 Project Management
Processes
Monitoring and
Initiating–2 Planning -24 Executing -10 Closing -1
Controlling -12

Monitor and control

Direct and manage the
Project Integration Develop project Develop project project work Close project or
project work
Management charter management plan Perform integrated phase
Manage project knowledge
change control

Plan scope management

Project Scope Collect requirements Validate scope
Management Define scope Control scope
Create WBS

Plan schedule management

Project Schedule Define activities
Control schedule
Management Sequence activities
Estimate activity durations
Develop schedule

Plan cost management

Project Cost
Estimate costs Control costs
Management
Determine budget

Project Quality Plan quality

Manage quality Control quality
Management management

Acquire resources
Project Resource Plan resource management
Develop team Control resources
Management Estimate activity resources
Manage team

Project Communications Plan communications Monitor

Manage communications
Management management communications

Plan risk management

Identify risks
Project Risk Perform qualitative risk
analysis Implement risk responses Monitor risks
Management
Perform quantitative risk
analysis
Plan risk responses

Project Procurement Plan procurement

Conduct procurements Control procurements
Management management

Project Stakeholder Identify Plan stakeholder Manage stakeholder Monitor stakeholder

Management stakeholders engagement engagement engagement
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