CHAPTER 1:

A good project manager should have :

1. Knowledge,
2. Performance,
3. Personal skills

Project is:
1. Temporary,
2. Creates unique result,
3. Progressively elaborated
Not:
1. Strategic,
2. Ongoing operations(process)
3. Always successful.

The PMBOK Guide describes 47 processes your project will go through from start to
finish.
It has five process groups that show you the order that the processes happen on a
project, and how they
Interact with one another.
There are also 10 knowledge areas that help organize the processes to make
Them easier to learn and understand.

Project management office (PMO) can be:

1. Supportive,
2. Controlling,
3. Directive.
Qualities of a leader:
1. Political and cultural awareness,
2. Motivation,
3. Influencing,
4. Coaching,
5. Conflict management,
6. Team building,
7. Trust building.
Daily duties of a project manager:
1. Gather requirements
2. Manage stakeholder expectations
3. Deal with project constraints.

CHAPTER 2:

Stakeholders in a project includes:

1. Sponsor,
2. Seller,
3. Business partner,
4. Consumers/users,
5. Organizational groups,
6. Functional manager
Project constraints:

Enterprise Environmental factors:

1. People,
2. Market,
3. Database,
4. Standards,
5. Risk tolerance.

CHAPTER 3:

Project phases can be:

1. Sequential,
2. Overlapping,
3. Iterative (Theres a third approach to phased projects thats partway between
sequential and overlapping. When your phases have an iterative relationship,
it means that youve got a single team thats performing the Initiating and
Planning processes for one phase of the project while also doing the
Executing processes for the previous phase.)

10 Knowledge Areas:

1.

Project integration management process:

1.
2.
3.
4.
5.
6.

Develop project charter,

Develop project management plan,
Direct and manage project work,
Monitor and control project work,
Perform integrated change control,
Close project or phase.

1. Develop project charter:

Tools: Expert judgment, Facilitation techniques.

Expert judgment always refers to people using their experience to make decisions
on your project.
Facilitation techniques are the meetings and sessions that are used to get
everybody to agree on major project decisions.

tell you how your company does business. An

important one is the project management information system, which determines
how work is assigned, and makes sure that tasks are done in the right order.
Enterprise environmental factors :

tell you how your company normally runs projects. One

of the most important assets is lessons learned, which is where you write down all
of the
valuable historical information that you learn throughout the project to be used
later.
Organizational process assets:

2. Develop project management plan.

3. Direct and manage project work,

The three components of the direct and manage project work is:
1. Use the plan to create deliverables.
2. Repair defects in deliverables.
3. As the project plan changes , make sure those changes are reflected in the
deliverables.

4. Monitor and control project work

5. Perform integrated change,

Direct and manage project work creates a change request as output

Next, Monitor and control project phase takes the validated changes as
input and generates change request as output
Next, perform integrated change takes change requests as input and
generates approved changes as output.

6. Close project or phase,

CHAPTER 5:

Scope management process:

1.
2.
3.
4.
5.
6.

Plan scope management

Collect requirements
Define scope
Create WBS
Control scope
Validate scope.

1. Plan scope management.

2.

Gather Requirements:

Tools:

Interviews
Focus groups
Facilitated workshops (brain storming)
Group decision making techniques:
1.
2.
3.
4.

Unanimity,
Majority,
Plurality (depending upon the votes),
Dictatorship.

Group creativity techniques:

1. Idea/mind maps,
2. Delphi technique (is a way of letting everyone in the group
give their thoughts about what should be in the product
while keeping them anonymous),
3. Affinity diagrams (large number of ideas, using post it notes)
4. The nominal group technique ( using votes),
5. Context diagrams,
6. Brainstorming,
7. Benchmarking,
8. Document analysis.
Output is requirement tractability matrix and requirements
documentation(both functional and non functional requirements).
Functional requirements are most of the kinds of things that
you think of right away: new features, bug fixes, and new or
different behavior.
Nonfunctional requirements are sometimes called quality
attributes because theyre things that you expect from your
deliverables, but arent specific features. Some examples of
nonfunctional requirements are performance, reliability, error
handling, and ease of use.

3. Define scope

Scope changes can be:

Good change,

Bad change,
Scope creep,
Gold plating.

CHAPTER 6:

Modelling techniqes
1. What if analysis
2. Simulation,
3. monte carlo analysis,
Critical path method:
Largest path is the critical path.
Float of critical path is zero, Fix the float for activities in critical
path which will always be zero, then the next biggest path (critical
path value next longest path value),this will be the float of all
activities in the next biggest path. Any activity that has the float
decided already will be kept as such.
Forward pass ( ES/EF):
ES for the first activity is always 1. (EF is ES + duration -1).
ES of activity preceded by another activity: EF+1
If an activity is preceded by 2 activities ,then take the biggest
value +1.
Backward pass (LS/LF)

Chapter 7:
Chapter 8:

Quality is a measure of how closely a product meets its

requirements.
1. Customer satisfaction,
2. Fitness of use,
3. Conformance to requirements.
Quality what the customer need in the product,
Grade How much value it possess.
Quality - conformance to requirements. Quality is the
measurement of how closely your product meets its requirements.
- Customer satisfaction,
- Fit for use,
- Conformance to requirements.
Quality is the measurement of how closely your product meets its
requirements.
Quality means that something does what you needed it to do.
Grade describes how much people value it.
Quality matrics - Metrics make it easy for you to check how well
your product meets expectations.

CHAPTER 9:

Interpersonal skills:
1. Leadership,
a. Legitimate power,
b. Reward power,
c. Expert power,
d. Referent power,
e. Punishment power.
2. Team building,
3. Motivation,
a. Maslows hierarchy of needs (needs),
b. Mc gregors theory X and theory Y (types of managers),
c. Herzbergs Motivation-Hygiene Theory (Pay
checks/Status)
d. Expectancy theory (Rewards, realistic timelines ),
e. McClellands Achievement Theory ( Power)
4. Communication,
5. Influencing,
6. Political and cultural awareness.
7. Decision making,
- Coin flip,

- Command,
- Consultation,
- Consensus.
8. Negotiation.
Maslows hierarchy of needs:

McGregors Theory X and Theory Y

Herzbergs Motivation-Hygiene Theory
Expectancy Theory
McClellands Achievement Theory

Conflicts:
1. Resources,
2. Priorities,
3. Schedules.

4. Personalities,
5. Cost,
6. Technical options.
Confronting a problem:
1.
2.
3.
4.
5.
6.

Compromise,
Collaborating,
Smoothing,
Forcing.
Withdrawal.
Confronting.