Outcome

Portfolio
Product
Program

Project

Project Management

Project Manager

Project Team
System for Value Delivery

Value

Stakeholder

Stakeholder Analysis

Deliverable

Development Approach

Cadence
Project Phase
Project Life Cycle
Estimate

Accuracy
Precision
Crashing
Fast Tracking

Budget
Product scope
Project scope

Bid Documents
Bidder Conference
Explicit Knowledge
Tacit Knowledge
Requirement
Work Breakdown Structure (WBS)

Definition of Done (DoD)

Quality
Cost of Quality (COQ)

Metric
Baseline
Dashboard
Uncertainty
Ambiguity

Complexity

Volatility
Risk
An end result or consequence of a process or project. Outcomes can include outputs and artifacts, but have a broader intent
by focusing on the benefits and value that the project was undertaken to deliver.
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.
An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item.
Related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits
not available from managing them individually.
A temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates
a beginning and an end to the project work or a phase of the project work. Projects can stand alone or be part of a program
or portfolio.
The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project
management refers to guiding the project work to deliver the intended outcomes. Project teams can achieve the outcomes
using a broad range of approaches (e.g., predictive, hybrid, and adaptive).
The person assigned by the performing organization to lead the project team that is responsible for achieving the project
objectives. Project managers perform a variety of functions, such as facilitating the project team work to achieve the
outcomes and managing the processes to deliver intended outcomes.
A set of individuals performing the work of the project to achieve its objectives.
A collection of strategic business activities aimed at building, sustaining, and/or advancing an organization. Portfolios,
programs, projects, products, and operations can all be part of an organization’s system for value delivery.
The worth, importance, or usefulness of something. Different stakeholders perceive value in different ways. Customers can
define value as the ability to use specific features or functions of a product. Organizations can focus on business value as
determined with financial metrics, such as the benefits less the cost of achieving those benefits. Societal value can include
the contribution to groups of people, communities, or the environment.

An individual or group or organisation that may affect, be affected by or perceive itself to be affected by a decision, activity
or outcome of a project
A method of systematically gathering and analysing quantitative and qualitative information to determine whose interests
should be taken into account throughout the project
Any unique and verifiable product, result, or capability to per form a service that is required to be produced to complete a
process, phase, or project.
A method used to create and evolve the product, service, or result during the project life cycle, such as a predictive,
iterative, incremental, adaptive, or hybrid method.
A rhythm of activities conducted throughout the project.
A collection of logically related project activities that culminates in the completion of one or more deliverables.
The series of phases that a project passes through from its start to its completion.
A quantitative assessment of the likely amount or outcome of a variable, such as project costs, resources, effort, or
durations.
Within the quality management system, accuracy is an assessment of correctness.
Within the quality management system, precision is an assessment of exactness.
A method used to shorten the schedule duration for the least incremental cost by adding resources.
A schedule compression method in which activities or phases normally done in sequence are performed in parallel for at
least a portion of their duration.
The approved estimate for the project or any work breakdown structure (WBS) component or any schedule activity.
It is the features and functions that characterize a product, service, or result.
It is the work performed to deliver a product, service, or result with the
specified features and functions.
All documents used to solicit information, quotations, or proposals from prospective sellers.
The meetings with prospective sellers prior to the preparation of a bid or proposal to ensure all prospective vendors have a
clear and common understanding of the procurement. Also known as contractor conferences, vendor conferences, or pre-
bid conferences.
Knowledge that can be codified using symbols such as words, numbers, and pictures.
Personal knowledge that can be difficult to articulate and share such as beliefs, experience, and insights.
A condition or capability that is necessary to be present in a product, service, or result to satisfy a business need.
A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project
objectives and create the required deliverables.
A checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use.
The degree to which a set of inherent characteristics fulfills requirements.
All costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraisal of the
product or service for conformance to requirements, and failure to meet requirements.
A description of a project or product attribute and how to measure it.
The approved version of a work product used as a basis for comparison to actual results.
A set of charts and graphs showing progress or performance against important measures of the project.
A lack of understanding and awareness of issues, events, paths to follow, or solutions to pursue.
A state of being unclear, having difficulty in identifying the cause of events, or having multiple options from which to choose.

A characteristic of a program or project or its environment that is difficult to manage due to human behavior, system
behavior, and ambiguity.
The possibility for rapid and unpredictable change.
An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.
Ways that project produce value
1) Creating a new Product, Service or Results that meets the customers/end users needs
2) Creating positive social or environmental contributions
3) Improving Efficiency, Productivity, Effectiveness or Responsiveness
4) Enabling the changes needed to facilitate organizational transition to its desired future state
5) Sustaining benefits enabled by previous programs, projects, or business operations.

A value delivery system works most effectively when information and feedback are shared
consistently among all components, keeping the system aligned with strategy and attuned to
the environment.

Governance systems provide an integrated structure for evaluating changes, issues, and risks
associated with the environment and any component in the value delivery system.

Functions Associated with Projects:

1) Provide Oversight and Coordination

2) Present Objectives and Feedback

3) Facilitate and Support

4) Perform Work and Contribute Insights

5) Apply Expertise

6) Product Business Directions and Insights

7) Provide Resources and Directions

8) Maintain Governance

Project Environment
1) Internal
- Process Asset
- Governance Documentation
- Data Asset
- Knowledge Asset
- Security and Safety
- Organisation Culture, Structure and Governance
- Geographic Distribution of Facilities and Resources
- Infrastruture
- Information Technology Software
- Resource Availability
- Employee Capability
2) External
- Marketplace conditions
- Social and Cultural Influences and Issues
- Regulatory Environment
- Commercial Databases
- Academic Research
- Industry Standards
- Financial Considerations
- Physical Environment

Different forms of Product Managemet

1) Program management within a Product Lifecycle
2) Project Management within a Product Lifecycle
3) Product Management within a Program

Project Management Principles

1) Be a Diligent, Respectful and Caring Steward
2) Create a Collaborative Project Team environment
3) Effectively Engage with Stakeholders
4) Focus on Value
5) Recognise, Evaluate and Respond to system interactions
6) Demonstrate Leadership Behaviors
7) Tailor Based on Context
8) Build Quality into processes and deliverables
9) Navigate Complexity
10) Optimised Risk responses
11) Embrace Adaptability and Resilency
12) Enable change to achieve the Envisioned Future State
- Include leading the Planning, Monitoring, and Controlling activities. May
involve Evaulation and Analysis activities
- Consulting with Business on how to meet customers needs. May involve
Business Analysis, Business case development and contract negotiations
- Oversight involves follow on activities such as benefits realisation,
substainment

- contribute perspectives, insights, and clear direction from customers and

end users.
- Projects need clear direction from customers and end users regarding project
requirements, outcomes, and expectations.

- The work involves encouraging project team member participation,

collaboration, and a shared sense of responsibility for the work output.
- Facilitation helps the project team create consensus around solutions, resolve
conflicts, and make decisions.
- This group of people provides the knowledge, skills, and experience necessary
to produce the products and realize the outcomes of the project.
- Cross Functional

- People in this function provide the knowledge, vision, and expertise in a

specific subject for a project.
- They offer advice and support throughout the organization, and contribute to
the project team’s learning process and work accuracy.

- People in this function guide and clarify the direction of the project or product
outcome.
- This function involves prioritizing the requirements or backlog items based on
business value, dependencies, and technical or operational risk.

- People in this function promote the project and communicate the

organization’s vision, goals, and expectations to the project team and broader
stakeholder community.
- People in this function may monitor project outcomes after project closure to
ensure the intended business benefits are realized.
- People who fill a governance function approve and support recommendations
made by the project team and monitor project progress in achieving the desired
outcomes.
Project Performance Domains
1) Stakeholder
2) Team
3) Development Approach and Lifecycle
4) Planning
5) Project Work
6) Delivery
7) Measurement
8) Uncertainty

Stakeholder Performance Domain

Stakeholder Engagement

Team Performance Domain

People who are responsible for producing project

deliverables that realises business outcomes

Centralised Management Leadership

Distributed Management Leadership

Aspects of Team Development

Desired Behaviors

Factors contributing to high performance teams

Leadership Skills

Tailoring Leadership Styles

Development Approach and Lifecycle Domain

Delivery Cadence

Development Approach
Variables to consider when select Development Approach

Phase in Life Cycle

Planning Performance Domain

Variables that influence Project Planning

Estimation

Project Work Performance Domain

Project Process

Bid Process

Learnings

Delivery Performance Domain

Business Case
Requirement

Scope Definition

Cost of Quality

Measurement Performance Domain

Key Performance Indicators (KPIs)

Effective Metric (SMART)

What to Measure
1) Deliverable Metric

2) Delivery
3) Baseline Performance

4) Resources

5) Business Value

6) Stakeholders

7) Forecasts

Presenting Information

Measuring Pitfalls

Uncertainty Performance Domain

General Uncertainity

Ambiguity
Complexity

Volatility

Risk

Tailoring
Project Aspects that can be tailored

Tailoring Process
The Stakeholder Performance Domain addresses activities and functions associated with stakeholders.
Identify -> Understand -> Analyse -> Prioritise -> Engage -> Monitor
Types of Communication to Engage the Stakeholders
1) Formal Verbal - Presentations, Demo
2) Formal Written - Progress Reports, Business Case, Project Documents
3) Informal Verbal - Conversations
4) Informal Written - Email, Social Media

Communication Methods - Pull, Push, Interactive

Monitor Stakeholder satisfaction by having a conversation with them, project iterations, stage gates, survey, etc

The Team Performance Domain addresses activities and functions associated with the people who are responsible for produ
deliverables that realize business outcomes.
Project Manager
Project Management Team
Project Team
The PM can use thr Project Charter as approval to form his team
Servant Leadership
- understand and address the needs and development of the project team.
- place emphasis on developing project team members to their
highest potential

Servant Leader Behaviors

1) Obstacle removal
2) Division Shield
3) Encourage and Development Opportunties

1) Vision and Objectives

2) Roles and Responsibilities
3) Project Team Operations
4) Guidance
5) Growth
1) Transparency
2) Integrity
3) Respect
4) Positive Discourse
5) Support
6) Courage
7) Celebrate Success

1) Open Communication
2) Shared Understanding
3) Shared Ownership
4) Trust
5) Collaboration
6) Adaptability
7) Resilience
8) Empowerment
9) Recognition

1) Establish and Maintaining Vision

2) Critical Thinking
3) Motivation
4) Interpersonal Skills (Self Awareness, Self Management, Social Awareness, Social skills)

1) Experience with the type of projects

2) Maturity of the team
3) Organisation governance structures
4) Distributed Project Team

The Development Approach and Life Cycle Performance Domain addresses activities and functions associated with the deve
approach, cadence, and life cycle phases of the project.
1) Periodic
2) Single Delivery
3) Multiple Deliveries
4) Continuous Deliveries

1) Predictive
2) Hybrid (Incremental or Iterative)
3) Adaptive
Product, Service, Result
1) Degree of Innovation
2) Requirements Uncertainity
3) Scope Stability
4) Ease of Change
5) Delivery Options
6) Risk
7) Safety Requirements
8) Regulations

Project
1) Stakeholders
2) Schedule Constraints
3) Funding Availability

Organisation
1) Organisational Structure
2) Culture
3) Organisational Capabilities
4) Project Team Size and Location

1) Feasibility
2) Design
3) Build
4) Test
5) Deploy
6) Close

The Planning Performance Domain addresses activities and functions associated with the initial, ongoing, and evolving orga
coordination necessary for delivering project deliverables and outcomes.
1) Development Approach
2) Project Deliverables
3) Organisational Requirements
4) Market Conditions
5) Legal or Regulatory Restrictions
1) Range
2) Accuracy
3) Precision
4) Confidence

Adjusting Estimates
1) Deterministic and Probabilistic Estimating
2) Absolute and Relative Estimating
3) Flow Based Estimating
4) Adjusting Estimates for Uncertainity

Dependencies between Activities

1) Mandatory
2) Discretionary
3) External
4) Internal

Project Budget Component

1) Work Cost Estimate
2) Cost Baseline
3) Contigency Reserve
4) Management Reserve
5) Project Budget

The Project Work Performance Domain addresses activities and functions associated with establishing project
processes, managing physical resources, and fostering a learning environment.
1) Lean Production Methods
2) Retrospective or Lessons Learned
3) When is the next best funding spent?
1) Request for Information
2) Request for Proposal
3) Request for Quote

Bidding Conference to answer bidders questions

1) Knowledge Management
2) Explicit and Tacit Knowledge

The Delivery Performance Domain addresses activities and functions associated with delivering the scope and quality that t
undertaken to achieve.
Provides the business justification and a projection of the anticipated business value from a project.
1) Requirements Elicitation
- Clear
- Concise
- Verifiable
- Consistent
- Complete
- Traceable
2) Evolving and Discovering Requirements
3) Managing Requirements

1) Scope Decomposition
- Work Breakdown Structure (WBS)
- EPICs / User Stories
2) Completion of Deliverables
- Acceptance Criteria
- Technical Performance Measures
- Definition of Done (DOD)

1) Prevention
2) Appraisal
3) Internal Failure
4) External Failure

The Measurement Performance Domain addresses activities and functions associated with assessing project performance a
appropriate actions to maintain acceptable performance.
1) Leading Indicators
2) Lagging Indicators
1) Specific
2) Measurable
3) Achievable
4) Realistic
5) Time Bound

1) Information on Errors and Defects

2) Measures of Performance
3) Technical Performance Measures
1) Work in Progress
2) Lead Time
3) Cycle Time
4) Queue Size
5) Batch Size
6) Process Efficiency
1) Start and Finish Dates
2) Effort and Duration
3) Schedule Variance (SV)
4) Schedule Performance Index (SPI)
5) Features Completion Rates

Cost Measures
1) Actual Cost Comparison to Planned Cost
2) Cost Variances (CV)
3) Cost Peformance Index (CPI)

1) Planned resource utilisation compared to actual resource utilisation

2) Planned resource cost compared to actual resource cost
1) Cost Benefit Ratio
2) Planned Benefits Delivery compared to Actual Benefits Delivery
3) Return on Investment (ROI)
4) Net Present Value (NPV)

1) Net Promotor Score (NPS)

2) Mood Chart
3) Morale
4) Turnover

1) Estimate to Complete (ETC)

2) Estimate at Completion (EAC)
3) Variance at Completion (VAC)
4) To Complete Performance Index (TCPI)
5) Regression Analysis
6) Throughput Analysis

1) Dashboards (RAG Charts)

2) Information Indicators
3) Visual Controls
- Task Board
- Burn Charts
- Other Types of Charts

1) Hawthorne Effect
2) Vanity Metrics
3) Demoralisation
4) Misusing the metrics
5) Confirmation Bias
6) Correlation vs Causation

The Uncertainty Performance Domain addresses activities and functions associated with risk and uncertainty.
1) Gather Information
2) Prepare for multiple outcomes
3) Set Based Design
4) Build in Resilience

1) Progressive Elaboration
2) Experiments
3) Prototypes
1) System Based
- Decoupling
- Simulation

2) Reframing
- Diversity
- Balance

3) Process Based
- Iterate
- Engage
- Fail Safe

1) Alternative Analysis
2) Reserve
1) Threats
- Avoid
- Escalate
- Transfer
- Mitigate
- Accept

2) Opportunities
- Exploit
- Escalate
- Share
- Enhance
- Accept

Risk Reviews
Daily Standup meetings
Frequent Demo of product after each increment
Weekly Review meetings
Retrospective and Lesson Learnt
1) Life Cycle and Development Approach
- Predictive
- Hybrid
- Iterative
2) Processes
- Added
- Modified
- Removed
- Blended
- Aligned
3) Engagement
- People
- Empowerment
- Integration
4) Tools
5) Methods and Artifacts

1) Select Initial Development Approach

2) Tailor for Organisation
3) Tailor for Project
- Product Deliverable
- Project Team
- Culture
4) Implement Ongoing Improvement
CV = EV - AC CV CPI = EV / AC
SV = EV - PV Positive = Under planned cost
SPI = EV / PV Neutral = On planned cost CPI > 1 means earning more
Negative = Over planned cost CPI < 1 means earning less
AC: Actual Cost CPI = 1 means earning and spendings
EV: Earned Value are equal
PV: Planned Value

VAC = BAC - EAC VAC TCPI = (BAC-EV)/ (BAC-AC)

ETC = EAC - AC Positive = Under-planned cost TCPI > 1.0 is harder to complete
EAC = AC + BAC -EV Neutral = On-planned cost TCPI = 1.0 is same to complete
BAC: Budget at Completion Negative = Over-planned cost TCPI < 1.0 is easier to complete
EAC: Estimate at Completion
Models
1) Situational Leadership model

2) Communication model

3) Motivation model
4) Change models

5) Complexity model

6) Project Team Development model

7) Other Models

Methods
1) Data Gathering and Analysis

2) Estimating
3) Meetings and Events

4) Others Methods

Artifacts
1) Strategy

2) Logs and Registers

3) Plans

4) Hierarchy Charts

5) Baselines
6) Visual Data and Information

7) Reports

8) Agreement and Contracts

9) Other Artifacts
1) OSCAR model
- Outcome
- Situation
- Choices / Consequences
- Actions
- Review

1) Cross Cultural Communication

2) Effectiveness of Communication Channels
3) Gulf of Execution and Evaluation (Intention and Use)
1) Hygiene and Motivational
2) Intrinsic vs Extrinsic Motivation
- Autonomy
- Mastery
- Purpose
3) Theory of Needs
- Achievements
- Power
- Affiliation
4) Theory X, Y, Z
1) Formulate
2) Plan
3) Implement
4) Manage Transition
5) Sustain

ADKAR model
Step 1: Awareness
Step 2: Desire
Step 3: Knowledge
Step 4: Ability
Step 5: Reinforcement

8 Steps for Leading Change

Step 1: Create urgency
Step 2: Form a powerful coalition
Step 3: Create a vision for change
Step 4: Communicate the vision
Step 5: Remove obstacles
Step 6: Create short term wins
Step 7: Build on the change
Step 8: Anchor the change in corporate culture

Virginia Satir Change model

1) Late Status Quo
2) Foreign Element
3) Chaos
4) Transforming Ideas
5) Practice and Integration
6) New Status Quo

Transition Model
1) Ending, losing and letting go
2) The neutral zone
3 The new being

1) Cynfin Model
2) Stacey Matrix
1) Tuckman Ladder
- Forming
- Storming
- Norming
- Performing
- Adjorning

2) Drexler / Sibbet Team Performance model

Step 1: Orientation
Step 2: Trust building
Step 3: Goal Clarification
Step 4: Commitment
Step 5: Implementation
Step 6: High Performance
Step 7: Renewal
1) Conflict model
- Confronting / Problem Solving
- Collaborating
- Compromising
- Smoothing / Accomodating
- Forcing
- Withdrawal / Avoiding

2) Negotiation
- Win-Win
- Win-lose/Lose-win
- Lose-Lose

3) Planning
4) Process Groups
- Initiating
- Planning
- Executing
- Monitoring and Controlling
- Closing
5) Salience
1) Alternative Analysis
2) Assumption and Constraint Analysis
3) Benchmarking
4) Business Justification Analysis Method
ROI, NPV, Payback period, Internal Rate of Return, Cost-Benefit Analysis
5) Check sheet
6) Cost of Quality
7) Decision Tree Analysis
8) Earned Value Analysis
9) Expected Monetary Value (EMV)
10) Forecast
11) Influence Diagram
12) Life Cycle Assessment
13) Make or Buy Analysis
14) Probability and Impact Matrix
15) Process Analysis
16) Regression Analysis
17) Reserve Analysis
18) Root Cause Analysis
19) Sensitivity Analysis
20) Simulations
21) Stakeholder Analysis
22) SWOT Analysis
23) Trend Analysis
24) Value Stream Mapping
25) Variance Analysis
26) What-If Scenario Analysis

1) Affinity Grouping
2) Analogous Estimating
3) Function Point
4) Multipoint Estimating
5) Parametric Estimating
6) Relative Estimating
7) Single Point Estimating
8) Story Point Estimating
9) Wideband Delphi
1) Backlog Refinement
2) Bidder Conference
3) Change Control Board
4) Daily Standup
5) Iteration Planning
6) Iteration Review
7) Kickoff
8) Lesson Learned
9) Planned Meeting
10) Project Closeout
11) Project Review
12) Release Planning
13) Retrospective
14) Risk Review
15) Status Meeting
16) Steering Committee

1) Impact Mapping
2) Modeling
3) Net Promoter Score (NPS)
4) Prioritization Schema
5) Timebox

1) Business Case
2) Business Model Canvas
3) Project Brief
4) Project Charter
5) Project Vision Statement
6) Roadmap

1) Assumption Logs
2) Backlog
3) Change Log
4) Issue Log
5) Lessons Learnt
6) Risk Adjusted Backlog
7) Risk Register
8) Stakeholder Register
1) Change Control Plan
2) Communication Management Plan
3) Cost Management Plan
4) Iteration Plan
5) Procurement Management Plan
6) Project Management Plan
7) Quality Management Plan
8) Release Plan
9) Requirements Management Plan
10) Resource Management Plan
11) Risk Management Plan
12) Scope Management Plan
13) Schedule Management Plan
14) Stakeholders Management Plan
15) Test Plan

1) Organisational Breakdown Structure

2) Product Breakdown Structure
3) Resource Breakdown Structure
4) Risk Breakdown Structure
5) Work Breakdown Structure

1) Budget
2) Milestone Schedule
3) Performance Measurement Baseline
4) Project Schedule
5) Scope Baseline
1) Affinity Diagram
2) Burn down / Burn Up Chart
3) Cause and Effect Diagram
4) Cumulative Flow Diagram
5) Cycle Time Chart
6) Dashboards
7) Flowchart
8) Gantt Chart
9) Histogram
10) Information Radiator
11) Lead Time Chart
12) Prioritization Matrix
13) Project Schedule Network Diagram
14) Requirements Tracebility Matrix
15) Responsibility Assignment Matrix (RAM)
16) Scatte Diagram
17) S-Curve
18) Stakeholders Engagement Assessment Matrix
19) Story Map
20) Throughput Chart
21) Use Case
22) Value Stream Map
23) Velocity Chart

1) Quality Report
2) Risk Report
3) Status Report
1) Fixed Price Contract
2) Cost Reimbursable Contract
3) Time and Materials
4) Indefinite Delivery Indefinite Quantity (IDIQ)
5) Other Agreements
- SLAs, SOW

1) Activity List
2) Bid Document
3) Metrics
4) Project Calendar
5) Requirements Document
6) Project Team Charter
7) User Story
EMV = Probability * Impact
Book Book Chapter/Section
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 3
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 2.1.1.2; 2.3.5
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 2.4.2.3
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 2.7.2.3
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 2.7.2.3; 4.4.2
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Fig 2-24
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Fig 2-24
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Glossary
Agile Practice Guide PMI 3
Effective Project Management: Traditional, Agile, Extreme, Hybrid Robert K. 10, 15
Wysocki
Project Management Answer Book, 2nd Edition Jeff Furman 3; 14
Exam Content Outline (ECO) Domain#
Predictive, Plan-Based Methodologies
Predictive, Plan-Based Methodologies
Predictive, Plan-Based Methodologies
Predictive, Plan-Based Methodologies
Predictive, Plan-Based Methodologies
Predictive, Plan-Based Methodologies
Predictive, Plan-Based Methodologies
Predictive, Plan-Based Methodologies
Predictive, Plan-Based Methodologies
Predictive, Plan-Based Methodologies

Predictive, Plan-Based Methodologies

ECO Task
1 - Explain when it is appropriate to use a predictive, plan-based approach
3 - Determine how to document project controls of predictive, planbased projects.
1 - Explain when it is appropriate to use a predictive, plan-based approach
2 - Demonstrate an understanding of a project management plan schedule.
3 - Determine how to document project controls of predictive, planbased projects.
2 - Demonstrate an understanding of a project management plan schedule.
3 - Determine how to document project controls of predictive, planbased projects.
1 - Explain when it is appropriate to use a predictive, plan-based approach
1 - Explain when it is appropriate to use a predictive, plan-based approach
1 - Explain when it is appropriate to use a predictive, plan-based approach

1 - Explain when it is appropriate to use a predictive, plan-based approach

Reviewed
ECO Task 1
Project Management Fundamentals and Concept (36%)
Task 1 - Demonstrate an understanding of the various project life cycles and processes.

Task 2 - Demonstrate an understanding of project management planning.

Task 3 - Demonstrate an understanding of project roles and responsibilities

Task 4 - Determine how to follow and execute planned strategies or frameworks (e.g., communication, risks, etc.).

Task 5 - Demonstrate an understanding of common problem-solving tools and techniques.

Domain 2 Predictive, Plan-Based Methodologies – 17%

Task 1 - Explain when it is appropriate to use a predictive, plan-based approach.

Task 2 - Demonstrate an understanding of a project management plan schedule.

Task 3 - Determine how to document project controls of predictive, plan-based projects

Domain 3 Agile Frameworks/Methodologies – 20%

Task 1 - Explain when it is appropriate to use an adaptive approach.

Task 2 - Determine how to plan project iterations.

Task 3 - Determine how to document project controls for an adaptive project.

Task 4 - Explain the components of an adaptive plan.

Task 5 - Determine how to prepare and execute task management steps.

Domain 4 Business Analysis Frameworks – 27%

Task 1 - Demonstrate an understanding of business analysis (BA) roles and responsibilities.

Task 2 - Determine how to conduct stakeholder communication.

Task 3 - Determine how to gather requirements.

Task 4 - Demonstrate an understanding of product roadmaps.

Task 5 - Determine how project methodologies influence business analysis processes.

Task 6 - Validate requirements through product delivery.

processes.
Distinguish between a project, program, and a portfolio.
Distinguish between a project and operations.
Distinguish between predictive and adaptive approaches.
Distinguish between issues, risks, assumptions, and constraints.
Review/critique project scope.
Apply the project management code of ethics to scenarios (refer to PMI Code of Ethics and Professional Conduct).
Explain how a project can be a vehicle for change.

Describe the purpose and importance of cost, quality, risk, schedule, etc.
Distinguish between the different deliverables of a project management plan versus product management plan.
Distinguish differences between a milestone and a task duration.
Determine the number and type of resources in a project.
Use a risk register in a given situation.
Use a stakeholder register in a given situation.
Explain project closure and transitions.

Compare and contrast the roles and responsibilities of project managers and project sponsors.
Compare and contrast the roles and responsibilities of the project team and the project sponsor.
Explain the importance of the role the project manager plays (e.g., initiator, negotiator, listener, coach, working
member, and facilitator).
Explain the differences between leadership and management.
Explain emotional intelligence (EQ) and its impact on project management.
rks (e.g., communication, risks, etc.).
Give examples of how it is appropriate to respond to a planned strategy or framework (e.g., communication, risk, etc.).

Explain project initiation and benefit planning.

d techniques.
Evaluate the effectiveness of a meeting.
Explain the purpose of focus groups, standup meetings, brainstorming, etc.

ch.
Identify the suitability of a predictive, plan-based approach for the organizational structure (e.g., virtual, colocation,
matrix structure, hierarchical, etc.).
Determine the activities within each process.
Give examples of typical activities within each process.
Distinguish the differences between various project components.
ule.
Apply critical path methods.
Calculate schedule variance.
Explain work breakdown structures (WBS).
 Explain work packages.
Apply a quality management plan.
Apply an integration management plan.
d projects
Identify artifacts that are used in predictive, plan-based projects.
Calculate cost and schedule variances.

Compare the pros and cons of adaptive and predictive, plan-based projects.
Identify the suitability of adaptive approaches for the organizational structure (e.g., virtual, colocation, matrix structure,
hierarchical, etc.).
Identify organizational process assets and enterprise environmental factors that facilitate the use of adaptive
approaches.

Distinguish the logical units of iterations.

Interpret the pros and cons of the iteration.
Translate this WBS to an adaptive iteration.
Determine inputs for scope.
Explain the importance of adaptive project tracking versus predictive, plan-based tracking.

Identify artifacts that are used in adaptive projects.

Distinguish between the components of different adaptive methodologies (e.g., Scrum, Extreme Programming (XP),
Scaled Adaptive Framework (SAFe®), Kanban, etc.).

Interpret success criteria of an adaptive project management task.

Prioritize tasks in adaptive project management.

sponsibilities.

Distinguish between stakeholder roles (e.g., process owner, process manager, product manager, product owner, etc.).

Outline the need for roles and responsibilities (Why do you need to identify stakeholders in the first place?).
Differentiate between internal and external roles.

Recommend the most appropriate communication channel/tool (e.g., reporting, presentation, etc.).
Demonstrate why communication is important for a business analyst between various teams (features, requirements,
etc.).

Match tools to scenarios (e.g., user stories, use cases, etc.).

Identify the requirements gathering approach for a situation (e.g., conduct stakeholder interviews, surveys, workshops,
lessons learned, etc.).
Explain a requirements traceability matrix/product backlog.
 Explain the application of a product roadmap.
Determine which components go to which releases.
ocesses.
Determine the role of a business analyst in adaptive and/or predictive, plan-based approaches.

Define acceptance criteria (the action of defining changes based on the situation).
Determine if a project/product is ready for delivery based on a requirements traceability matrix/product backlog.