KB PMP Paticipent Book Eng-Arb

Hassan EL Zaatari
Hassan EL® Zaatari

Majed PMP #1412660, PMI Member#2036684
Alsad
PMP Exam Preparation Course Page2
Table of content Page
Chapter 1 Introduction ‫مقدمة‬ 3

Chapter 2 Project Management Framework 9
‫إطار عمل إدارة المشروع‬
Chapter 3 Project Management Processes 13
‫عمليات إدارة المشروع‬
Chapter 4 Integration Management 21
‫إدارة التكامل‬
Chapter 5 Scope Management 36
‫إدارة النطاق‬
Chapter 6 Time management 48
‫إدارة الوقت‬
Chapter 7 Cost Management 66
‫إدارة التكلفة‬
Chapter 8 Quality Management 80
‫إدارة الجودة‬
Chapter 9 HR Management 94
‫إدارة الموارد البشرية‬
Chapter 10 Communication Management 108
‫إدارة االتصالت‬
Chapter 11 Risk Management 118
‫إدارة المخاطر‬
Chapter 12 Procurement Management 131
‫إدارة المشتريات‬
Chapter 13 Stakeholder Management 146
‫إدارة أصحاب المصلحة‬
Chapter1
Introduction
‫مقدمة‬
• Meet the qualification (eligibility Requirements)

o A four-year degree
• at least three years of project management experience, with 4,500
hours leading and directing projects and 35 hours of project
management education.
Within the last eight consecutive years
o A secondary diploma
• at least five years of project management experience, with 7,500
hours leading and directing projects and 35 hours of project
management education
Within the last eight consecutive years
• Understand the format
• 200 multiple choice with 4 answers, 4 Hrs
• 175/200 testable
• Designed to test your knowledge, application, analysis.
• Know your material
Organizational Process Assets:

 Processes and Procedures
 Corporate Knowledge Base (Historical Info, Lessons Learned)
Chapter 2:
Project management Framework
‫إطار عمل إدارة المشروع‬
Project life cycle
‫دورة حياة المشروع‬
• Project: a temporary endeavor undertaken work to create unique product, service,

or result.
• Program: a group of related projects managed in coordinated way to obtain benefits
and control not available from managing them individually.
• Portfolio: collection of projects or programs and other operational work that are
grouped together to facilitate effective management of that work to meet strategic
business objectives.
• Project Management: the application of knowledge, skills, tools, and techniques to
project activities to meet the project requirements.
• Stakeholder: person or organization (customer, sponsor, performing organization, or
the public) that is actively involved in the project, or whose interests may be
positively or negatively affected by execution or completion of the project.
• PMO: Centralizes the management of projects, a PMO can take one of several
different forms, including:
• Supportive
• Controlling
• Directive
PMP Exam Preparation Course P a g e 10
In Matrix the team members are reporting to 2 posses (PM and Functional managers),
• in a strong Matrix, power rests with the project managers,
• in Balanced Matrix, the power is shared between the PM and FM,
• in the Weak Matrix, power rests with the FM.
Project Expeditor: staff assistant and communications coordinator without authority.
Project coordinator: has some power to make decisions.
Quick Notes:
• Managed by objectives: establish unambiguous and realistic objectives,

periodically if objectives are being met, implement corrective action.
And work only if it is supported by management.
• OPM (Organizational Project Management): serves as a guide or drive
for these and other organization practices, it is a framework of keeping
the organization as a whole focused on overall strategy.
• OPM3: PMI's Organizational Project Management Maturity Model -
OPM3 — is the global best practice standard for enterprise
improvement., designed to help organizations determine their level of
maturity in project management.
• In the functional organization the PM has the least support and little
authority to assign resources.
• Market demand, Business needs and legal requirements are all reasons
to initiate a projects
• The lessons learned document: includes what was done rights, or
wrong, what would be done differently if the project redone and created
by stakeholders
# Chapter 2 - Practice Exam Answer
4
Chapter 3:
Project Management Processes
‫عمليات إدارة المشروع‬
Knowledge
Areas
Process groups
Quick Notes
 Budget is created during planning process groups.
 Project Charter is needed before planning and execution.
 Project Manager should be named early in Project initiation phase.
 High Level Project constraints are creating through Initiating Process
group.
 During M&C: the PM investigates the variances and determines if it is
important.
 The PM: should evaluate the situation before recommending
change
 Project Management Processes is Iterative
 Doing the actual work will take the most project time and resources
 Project Performance is measured during M&C
 All processes group are addressed in each project
1 In which process group the detailed project budget Created?

A. Initiating
B. Before the project management processes
C. Planning
D. Executing
2 The project charter created in which process group?
A. Initiating
B. Planning
C. Executing
D. Closing
3 The best time to assign a project manager to aproject is during:
A. Initiating
B. Planning
C. Executing
D. Closing
4 Which of the following is charactaristic of project management processes?

A. Iterative
B. Unique
C. Unnessasary
D. Standarized
5 Which Project Management process group normaly take the most project time and resourses?
A. Initiating
B. Planning
C. Executing
D. Monitoring & Control
Chapter 4:
project Integration management
‫إدارة تكامل المشروع‬
S Q T
C
4.1 Develop Project Charter—The process of developing a document that formally authorizes
the existence of a project and provides the project manager with the authority to apply
organizational resources to project activities.
4.2 Develop Project Management Plan—The process of defining, preparing, and coordinating
all subsidiary plans and integrating them into a comprehensive project management plan. The
project’s integrated baselines and subsidiary plans may be included within the project
management plan.
4.3 Direct and Manage Project Work—The process of leading and performing the work defined
in the project management plan and implementing approved changes to achieve the project’s
objectives.
4.4 Monitor and Control Project Work—The process of tracking, reviewing, and reporting
project progress against the performance objectives defined in the project management plan.
4.5 Perform Integrated Change Control—The process of reviewing all change requests;
approving changes and managing changes to deliverables, organizational process assets, project
documents, and the project management plan; and communicating their disposition.
4.6 C lose Project or Phase—The process of finalizing all activities across all of the Project
Management Process Groups to formally complete the phase or project.
SOW (Statement Of Work): it is a written description of the project's product, service, or

result. PMI calls a SOW for external organizations 'a contract statement of work'.
• For Internal Projects, the Project Initiator or Sponsor provides.
• For External Projects, the Customer provides as part of a bid document.
Project Selection Methods:

• Benefit Cost Ratio (BCR): is an indicator, Bigger is better. =Benefit/cost, used in the
formal discipline of cost-benefit analysis, which attempts to summarize the overall
value for money of a project.
• Return on Investment (ROI): Bigger is better.
• Opportunity Cost: 'What is the cost of the other opportunities we missed by

investing our money in this project?'. The Smaller the opportunity cost, the better.
• Payback Period: a shorter payback period is better than a longer one.
• NET Present Value (NPV): is the value on a given date of a future payment. Bigger
makes a project more attractive.
• Internal Rate of Return (IRR): Bigger is better, A primary measure of an investments
worth, example +7.5%
• The Project Plan is "a formal, approved document that defines HOW the project is executed,
monitored and controlled, and closed. It may be summary or detailed and may be composed
of one or more subsidiary management plans and other planning documents".
• It would be approved by
* The Project Manager, * The Project Sponsor, * The Functional Manager who are providing
resources for the project.
• for the exam we will do much better to think of the Project Management Plan as always
being DETAILED)
• Subsidiary Plan Include:
Scope management Plan, requirements management Plan, Schedule management Plan,
Cost management Plan, Quality management Plan, Process management Plan, H.R
management Plan, Communication Management Plan, Risk management Plan, Procurement
management Plan.
• Once the project management plan is baselined, it may only be changed when a change
request is generated and approved through integrated change control process.
• Project baselines include:
1- Scope baseline
2- Schedule baseline
3- Cost baseline
• Any necessary changes in the work or the plan are identified and made into this
process.
• Mid-Project Evaluations are conducted while project work is still in progress. The
main purpose of such evaluations is to determine if objectives are still relevant and if
these objectives are being met.
• A third party or people outside the team should be used to conduct mid-project
evaluations.
• Lessons Learned should also be documented at this time instead of waiting for the
project to be completed.
Change Requests:
1. Corrective Actions: to bring expected future performance of the project work in line with the
project management plan.
2. Preventive Actions: can reduce the probability of negative consequences associated with project
risks.
3. Defect Repair: identification of defect in the project component with a recommendation to either
repair the defect or completely replace the component.
4. Updates: Changes to formally controlled documentation, plans, etc., to reflect modified or
additional ideas or content.
• managing changes to 1. the deliverables, 2. organizational process assets, 3. project documents,
and 4. the project management plan.
• Changes may be requested by any stakeholder involved with the project.
• Approved Change Requests will be implemented by the Direct and Manage Project Execution
process.
• CCB (Change Control Board ) is responsible for reviewing changes and change requests and its
level of authority should be spelled out in the Project Management Plan.
A trick for answering questions that ask about the process for making changes, PM should follow
these steps:
• 1- Evaluate the Impact: e.g. this change will add 3 weeks, requires 20,000$,…..
• 2- Create Options: e.g. cutting other activities, crashing, work around solutions, …..
• 3- get the Change request approved internally
• 4- get the customer buy-in (if required)
 # Change Control System: It is also a collection of formal documented procedures

that define HOW project change requests are submitted, validated, recorded,
approved or rejected, communicated, and worked within the project. In many areas
the Change Control System is a subset of the Configuration Management System.
 # A configuration management system: is the documentation of the project
product, its attributes and changes to the product. Making sure that everyone is
working off the same documents and version. It provides a standard, efficient
method to manage approved changes to baselines in a project.
 #A Work Authorization System can be used to manage what time and in what
sequence work is done.
 Who dose each activity is managed by schedule and responsibility Matrix
 # A Project information system: consisting of the tools and techniques used to
gather, integrate, and disseminate the outputs of project management processes. It
is used to support all aspects of the project from initiating through closing, and can
include both manual and automated systems.
• It is all about shutting the project down properly.

• This includes creating the necessary documentation and archives, capturing the
lessons learned, ensuring that the contract is properly closed, and updating all
organizational process assets.
• The Transition implies that the product has been accepted and is ready for this
handover.
Quick Notes
Effective project integration usually requires an emphasis on: effective
communications at key interface points.
• Estimating, Risk Management and Project Planning are the BEST use of
historical records for previous Projects.
• Project Manager should be Proactive like preventing the unnecessary
changes.
• Integration is done by PM and the PM role in Integration is to put all
pieces of the project into a cohesive whole.
• Approved Corrective Action is input of to Direct and Manage Project
Execution.
• PM create the realistic Project Management Plan based on input from
the team.
• Direct and Manage Execution includes: identifying changes, using WBS,
and implementing Corrective Actions.
• It is critical to ensure that all of the final decision makers have been
identified early in a project in order to ensure that their concerns are
addressed.
• The business case or similar document describes the necessary
information from a business standpoint to determine whether or not the
project is worth the required investment.
• Facilitation techniques have broad application within project
management processes and guide the development of the project
charter. Brainstorming, conflict resolution, problem solving, and meeting
management are examples
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Chapter 5:
Project Scope Management
‫إدارة نطاق المشروع‬
Project Scope Management: includes the processes required to ensure

that the project includes all the work required, and the only required, to
complete the project successfully.
5.1 Plan Scope Management—The process of creating a scope management plan that
documents how the project scope will be defined, validated, and controlled.
5.2 Collect Requirements—The process of determining, documenting, and managing
stakeholder needs and requirements to meet project objectives.
5.3 Define Scope—The process of developing a detailed description of the project and
product.
5.4 Create WBS—The process of subdividing project deliverables and project work into
smaller, more manageable components.
5.5 Validate Scope—The process of formalizing acceptance of the completed project
deliverables.
5.6 Control Scope—The process of monitoring the status of the project and product scope
and managing changes to the scope baseline.
Scope Baseline include (PSS, WBS, WBS Dictionary)

• The lowest level of the WBS is a Work Packages, can be performed by more than one
person, realistically Estimated, cannot be subdivided further, has meaningful
conclusion.
• Work Packages should be estimated based on:
Recourses, Time, Cost, or to be outsourced
• Work Packages are deliverable oriented, don’t make it time oriented
• Work Packages are (100% rule): to insure nothing is missing
WBS Dictionary
Make sure the team members clearly know what work is included in each of their Work
Packages.
WBS dictionary
It describes each component in the WBS. defined deliverables, a list of associated
activities, and a list of milestones
Notes:
 Brainstorming. A technique used to generate and collect multiple ideas related to
project and product requirements. Although brainstorming by itself does not include
voting or prioritization, it is often used with other group creativity techniques that
do.
 Idea/mind mapping. A technique in which ideas created through individual
brainstorming sessions are consolidated into a single map to reflect commonality
and differences in understanding, and generate new ideas.
 Affinity diagram. A technique that allows large numbers of ideas to be classified into
groups for review and analysis.
 The numbering system allows to quickly identifying the level in WBS where the
specific element is found.
 WBS does not show Dates or Responsibilities, but help everyone understand the
Scope.
 Scope Management re focusing in doing the work and only the work.
 Validate Scope Process to be at the end of each phase of the project.
 Validate Scope deals with acceptance by the customer. Without this you will not able
to move to the next project phase.
 Validate Scope is closely related to Perform Quality control.
 WBS will prevent work from slipping through the cracks.
 Be smart to make sure what you have in the project charter is clear and complete
before moving on to planning.
 If a team member does not know his work the problem is the PM does not have
Work Packages.
 The Scope Control process must be integrated with other control Processes
 Focus groups bring together prequalified stakeholders and subject matter experts to
learn about their expectations and attitudes about a proposed product, service, or
result. A trained moderator guides the group through an interactive discussion,
designed to be more conversational than a one-on-one interview.
 Group Decision-Making Techniques:
 Unanimity ‫اإلجماع‬
 Majority ‫األغلبية‬
 Plurality ‫تعددية‬
 Dictatorship ‫دكتاتورية‬
 Benchmarking involves comparing actual or planned practices, such as processes
and operations, to those of comparable organizations to identify best practices,
generate ideas for improvement
Chapter 5 – exercise 1
Inputs Tools and techniques outputs
Work performance data Inspection WBS dictionary
Project Scope Statement Variance analysis Accepted deliverables
Project Charter Decomposition Work performance Information
Requirement document Questionnaire and survey Requirement traceability Matrix

Requirement traceability Matrix Expert Judgment Project Scope Statement
Collect Requirements
( ) Requirement traceability Matrix
( )
Define Scope
Requirement traceability Matrix ( )
( )
Create WBS
( ) ( )
( )
Validate Scope
Requirement document ( )
( )
Control Scope
( ) ( )
( )
# Chapter 5 - Practice Exam

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Chapter 6:
project Time management
‫إدارة وقت المشروع‬
6.1 Plan Schedule Management—The process of establishing the policies, procedures,

and documentation for planning, developing, managing, executing, and controlling the
project schedule.
6.2 Define Activities—The process of identifying and documenting the specific actions to
be performed to produce the project deliverables.
6.3 Sequence Activities—The process of identifying and documenting relationships
among the project activities.
6.4 Estimate Activity Resources—The process of estimating the type and quantities of
material, human resources, equipment, or supplies required to perform each activity.
6.5 Estimate Activity Durations—The process of estimating the number of work periods
needed to complete individual activities with estimated resources.
6.6 Develop Schedule—The process of analyzing activity sequences, durations, resource
requirements, and schedule constraints to create the project schedule model.
6.7 Control Schedule—The process of monitoring the status of project activities to update
project progress and manage changes to the schedule baseline to achieve the plan.
Define Activities is the process of identifying and documenting the specific actions to be
performed to produce the project deliverables. The key benefit of this process is to break
down work packages into activities that provide a basis for estimating, scheduling,
executing, monitoring, and controlling the project work.
Decomposition is a technique used for dividing and subdividing the project scope and
project deliverables into smaller, more manageable parts. Activities represent the effort
needed to complete a work package.
Rolling wave planning is an iterative planning technique in which the work to be
accomplished in the near term is planned in detail, while the work in the future is planned
at a higher level.
The activity list is a comprehensive list that includes all schedule activities required on the
project.
Milestones are similar to regular schedule activities, with the same structure and attributes,
but they have zero duration because milestones represent a moment in time.
Finish-to-start (FS).A logical relationship in which a successor activity cannot start until a
predecessor activity has finished. Example: The awards ceremony (successor) cannot start until the
race (predecessor) has finished.
• Finish-to-finish (FF). A logical relationship in which a successor activity cannot finish until a
predecessor activity has finished. Example: Writing a document (predecessor) is required to finish
before editing the document (successor) can finish.
• Start-to-start (SS). A logical relationship in which a successor activity cannot start until a
predecessor activity has started. Example: Level concrete (successor) cannot begin until pour
foundation (predecessor) begins.
• Start-to-finish (SF). A logical relationship in which a successor activity cannot finish until a
predecessor activity has started. Example: The first security guard shift (successor) cannot finish
until the second security guard shift (predecessor) starts.
Type of dependencies:
• Mandatory Dependency: the dependency is inherit in the nature of the work or required by
contract.
• Discretionary Dependency: determine by project team and can be changed if needed, used
when analyzing how to shorten the project.
• External dependency : based on the needs of a party outside the project (e.g. government
or supplier )
• Internal Dependency: generally inside the project teams control
Published Estimating Data

Several organizations routinely publish updated production rates and unit costs of resources for
an extensive array of labor trades, material, and equipment for different countries and
geographical locations within countries.
Bottom-Up Estimating
When an activity cannot be estimated with a reasonable degree of confidence, the work within
the activity is decomposed into more detail.
Analogous estimating is a technique for estimating the duration or cost of an activity or a

project using historical data from a similar activity or project, Analogous estimating is generally
less costly and less time consuming than other techniques, but it is also less accurate.
Parametric estimating is an estimating technique in which an algorithm is used to calculate cost

or duration based on historical data and project parameters. Parametric estimating uses a
statistical relationship between historical data and other variables (e.g., square footage in
construction)
Three-Point Estimating The accuracy of single-point activity duration estimates may be

improved by considering estimation uncertainty and risk. This concept originated with the
program evaluation and review technique (PERT). PERT uses three estimates to define an
approximate range for an activity’s duration
Float (Slack) or Total Float = LF-EF or =LS-ES
Three types of float:

• Total Float: the amount of time an activity can be delayed without delaying the
project end date.
• Free Float: the amount of time an activity can be delayed without delaying
start date of its successor(s). subtracting the early finish (EF) of the activity from
the early start (ES) of the successor activity
Leads and Lags:

• A lead may be added to start an activity before the predecessor activity is
Finished(coding might be able to start five days before the design is finished)
• A lag is inserted waiting time between activities, (such as wait three days after
pouring concrete before constructing the frame for the house)
1. what is the duration of the critical Path?

2. what is the float of activity 3,
3. what is the float of activity 2?
4. What is the float of the path with longest
Float?
5. The resource working in activity 3 is
replaced with another less experienced.
The activity will now take 10 weeks, how
will this effect the project?
6. a new activity (6) before activity (5) and
after activity (3) and will take 11 weeks .
How many weeks will be added to the total
project duration?
• Critical Path Method (CPM): the sequence of schedule activities that determines the duration of
the project. It is the longest path through the project
• Schedule compression:
* Fast Track: changes network logic to overlap phases that would normally be done in
sequence, or to perform schedule activities in parallel.
*Crash: reducing schedule activity durations and increasing the assignment of resources on
schedule activities
*Reduce Scope
*Cut quality
• Resource Optimization:
• Resource Leveling A technique in which start and finish dates are adjusted based on
resource constraints with the goal of balancing demand for resources with the available
supply
• Resource Smoothing A modified form of resource leveling, where resources are leveled only
within the limits of the float of the heir activities, so the completion date of activities are not
delayed
Quick Notes
• If the project has many cortical paths it increases the project Risk.
• If the cost and time are not important like Resources we have to do
Resource leveling.
• We have to look at Risk Impact of fast tracking the activities.
• We have to look at Cost Impact of Crashing the activities
• Estimate time for each activity is not enough to determine the project
duration Network Diagram is needed.
• Cutting the longest activity in the project is wrong to Compress the
Schedule, we have to cut the longest one in the critical path.
• If activity duration in NON critical Path increased, it is not necessary the
project duration will be increased.
• Hours per Installation is example of a chief characteristic of Parametric
estimate
• Float for all activities in critical path is ZERO, if there is float in activity it
mean that it is not in the critical path.
• Analogous Estimate is High level Top-Down estimate NOT Bottom-UP, to
know whether or the project will be meet the Schedule.
Exercise 1:
Project scope statement Variance Analysis Schedule baseline
Schedule Network Diagram Analogous estimate Activity List
Scope Baseline Schedule compression Schedule Network Diagram
Activity list Bottom-up estimate Activity duration Estimate
Recourses Calendar PDM Resource Breakdown Structure
Project schedule Expert Judgment Work Performance measurements
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Chapter 7:
project Cost management
‫إدارة تكلفة المشروع‬
7.1 Plan Cost Management—The process that establishes the policies, procedures, and
documentation for planning, managing, expending, and controlling project costs.
7.2 Estimate Costs—The process of developing an approximation of the monetary
resources needed to complete project activities.
7.3 Determine Budget—The process of aggregating the estimated costs of individual
activities or work packages to establish an authorized cost baseline.
7.4 Control Costs—The process of monitoring the status of the project to update the
project costs and managing changes to the cost baseline.
Cost Estimate tools:

• Expert Judgment
• Analogous Estimate (Top-Bottom)
• Parametric estimate, a statistical relationship between historical data
and other variables (e.g., square footage in construction).
• PERT ( Three-point technique)
• Bottom Up Estimate
• Vendor bid analysis
Determine Budget is the process of aggregating the estimated costs of individual activities
or work packages to establish an authorized cost baseline. The key benefit of this process is
that it determines the cost baseline against which project performance can be monitored
and controlled
• Earned Value Management (EVM): Cost Performance Management is best done by

looks in the past and uses information to estimate the future.
• Forecasting
• Variance Analysis
• Performance Review to get less costly way of doing the same work.
The work remaining over the money

Memorization Tricks: remaining to do
• EV comes First
• Variance always EV - ?
• Performance Indicator always EV/?
• ?= Cost AC Schedule PV
• At Completion always /…PI
• Negative Variance is bad, Indicator <1 is Bad
PV= 400$+400$+400$=1200$
EV= 100%+100%+50%=400$+400$=200$=1000$
AC= 400+400+300=01100$
Cost Variance=
EV-AC= 1000-1100=-100
Schedule Variance=
EV-PV= 1000-1200=-200
Schedule Performance Index
SPI= EV/PV=1000/1200= 0.83
Cost Performance Index
CPI= EV/AC=1000/1100= 0.9
Quick Notes:
• Analogous estimate use top-Bottom estimating technique.
• The prevention of inappropriate changes is in Control Cost.
• Life Cycle Cost considers operation and maintenance cost in making
projects decision.
• Cost Performance Management is best done by looks in the past and
uses information to estimate the future (EVM).
• WBS, network diagram, Risks is required for Project Estimate.
• Budget Forecast is output of control cost NOT in planning.
• Cost management Plan: how estimate should be stated, rules of
measuring cost performance, the level of accuracy needed for estimate.
• Cost Contingency Reserve added to the base cost to account for risk.
• Procedure of Rental or Purchasing is found in Organization Policies.
• Analogous Estimate it is form of Expert Judgment.
• Button-Up improve estimate more than analogues estimate.
• Earned Value Analysis is example of Performance Reporting.
• SPI <1, CPI>1, PM should worry about Schedule.
• The difference between Cost Baseline and Budget Baseline is the
management reserve.
Chapter 6 – Exercise 1
Work performance Data EVM Work Performance Info
Activity Cost estimate Analogues Estimate Activity Cost estimate
Scope Baseline Reserve analysis Cost Baseline
Estimate Cost
( )
( )
Detrmine Budget
( ) ( )
( )
Control Cost
( )
# Chapter 7 - Practice Exam

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Chapter 8:
project Quality management
‫إدارة جودة المشروع‬
8.1 Plan Quality Management—The process of identifying quality requirements and/or

standards for the project and its deliverables and documenting how the project will
demonstrate compliance with quality requirements.
8.2 Perform Quality Assurance—The process of auditing the quality requirements and
the results from quality control measurements to ensure that appropriate quality
standards and operational definitions are used.
8.3 Control Quality—The process of monitoring and recording results of executing the
quality activities to assess performance and recommend necessary changes.
In the context of achieving ISO compatibility, and recognize the importance of:
• Customer satisfaction. to ensure the project produces what it was created to produce and fitness for use
(the product or service needs to satisfy the real needs).
• Prevention over inspection. The cost of preventing mistakes is generally much less than the cost of
correcting mistakes.
• Continuous improvement. The PDCA (plan-do-check-act) cycle is the basis for quality improvement as
defined by Shewhart and modified by Deming. In addition, quality improvement initiatives such as Total
Quality Management (TQM), Six Sigma, and Lean Six Sigma could improve the quality of the project’s
management as well as the quality of the project’s product. Commonly used process improvement models
include Malcolm Baldrige, Organizational Project Management Maturity Model (OPM3®), and Capability
Maturity Model Integrated (CMMIR).
• Management Responsibility. Success requires the participation of all members of the project team.
Nevertheless, management retains, within its responsibility for quality, a related responsibility to provide
suitable resources at adequate capacities.
Gold Plating:
Refers to giving customers extras, i.e. extra functionality, higher quality components, and
extra scope or better performance.
• Cost Benefit Analysis: compares the cost of the quality step to the expected benefit
and return
• Cost of Quality: conformance cost less than non-conformance.
• Seven Basic Quality Tools
• Benchmarking: Looking at past projects to get ideas for improvement on the current
project and to provide basis to use in measuring quality performance.
• Design of experiments (DOE): Design of experiments (DOE) is a statistical method for
identifying which factors may influence specific variables of a product or process
under development or in production. DOE may be used to determine the number
and type of tests and their impact on cost of quality.
• Statistical Sampling. involves choosing part of a population of interest for inspection
• Flowcharting: how a process or System flows from beginning to end.
Outputs:
• Quality Metrics
• Checklists
• Project Improvement Plan
• Project Document update
• Cost of quality (COQ). Cost of quality refers to the total cost of the conformance work
and the nonconformance work that should be done as a compensatory effort because,
on the first attempt to perform that work, the potential exists that some portion of the
required work effort may be done or has been done incorrectly. The costs for quality
work may be incurred throughout the deliverable’s life cycle.
For example, decisions made by the project team can impact the operational costs
associated with using a completed deliverable. Post-project quality costs may be
incurred because of product returns, warranty claims, and recall campaigns. Therefore,
because of the temporary nature of projects and the potential benefits that may be
derived from reducing the post-project cost of quality, sponsoring organizations may
choose to invest in product quality improvement. These investments generally are made
in the areas of conformance work that act to prevent defects or act to mitigate the costs
of defects by inspecting out nonconforming units. Refer to Figure above
Cause-and-effect diagrams, which are also known as fishbone diagrams or as Ishikaw diagrams.
The problem statement placed at the head of the fishbone is used as a starting point to trace the
problem’s source back to its actionable root cause.
Flowcharts, which are also referred to as process maps because they display the sequence of
steps and the branching possibilities that exist for a process that transforms one or more inputs into
one or more outputs
Checksheets, which are also known as tally sheets and may be used as a checklist when gathering data.
Checksheets are used to organize facts in a manner that will facilitate the effective collection of useful data about
a potential quality problem.
Pareto diagrams, exist as a special form of vertical bar chart and are used to identify the vital few
sources that are responsible for causing most of a problem’s effects. The categories shown on the
horizontal axis exist as a valid probability distribution that accounts for 100% of the possible
observations.
Histograms, are a special form of bar chart and are used to describe the central tendency,
dispersion, and shape of a statistical distribution. Unlike the control chart, the histogram does not
consider the influence of time on the variation that exists within a distribution.
Control charts, are used to determine whether or not a process is stable or has predictable
performance. Upper and lower specification limits are based on requirements of the agreement. They
reflect the maximum and minimum values allowed. There may be penalties associated with
exceeding the specification limits. Upper and lower control limits are different from specification limits.
The control limits are determined using standard statistical calculations and principles to ultimately
establish the natural capability for a stable process.
Scatter diagrams, tracks two variables to determine the relationship

Quick Notes:
• A product or service completely meets a customer requirements when
quality is achieved
• Quality is the degree to which the project meets requirements.
• Quality Audits is important to measure and improve the project
performance.
• Quality Assurance Department must have Quality Control
Measurements before they start their processes.
• Gold Plating making the project unsuccessful.
• If you want to find a cause of a problem, Cause and Effect Diagram
(Ishikawa) is better than Pareto. Then PM can report the cause in a
Pareto Chart.
Chapter 8 Exercise 1
Please fill in the table the tools and process from below list
Tools Processes
Benchmarking ‫القياس‬ Plan quality Management
Statistical sampling ‫العينات االحصائية‬ Quality assurance
Design of Experiments ‫تجا رب اآلداء‬ Control Quality
Histogram ‫المدرج التكراري‬
Scatter Diagram ‫المخطط البياني المتفرق‬
Pareto Chart ‫مخطط باريتو‬
Control chart ‫مخطط التحكم‬
Flowcharting ‫المخطط االنسيابي‬
Cause and effect diagram (Ishikawa)
‫مخطط السبب األثر‬
Check List ‫قائمة التحقق‬
Cost benefit analysis ‫تحليل التكلفة‬
‫والفائدة‬
5
Chapter 9:
project Human Resource management
‫إدارة الموارد البشرية للمشروع‬
9.1 Plan Human Resource Management—The process of identifying and documenting

project roles, responsibilities, required skills, reporting relationships, and creating a
staffing management plan.
9.2 Acquire Project Team—The process of confirming human resource availability and
obtaining the team necessary to complete project activities.
9.3 Develop Project Team—The process of improving competencies, team member

interaction, and overall team environment to enhance project performance.
9.4 Manage Project Team—The process of tracking team member performance,

providing feedback, resolving issues, and managing changes to optimize project
performance.
Organization Charts and Position Descriptions

Various formats exist to document team member roles and responsibilities
Networking
Networking is the formal and informal interaction with others in an organization, industry,
or professional environment. It is a constructive way to understand political and
interpersonal factors that will impact the effectiveness of various staffing management
options.
Examples of human resources networking activities include proactive correspondence,
luncheon meetings, informal conversations including meetings and events, trade
conferences, and symposia.
Organizational Theory
Organizational theory provides information regarding the way in which people, teams, and
organizational units behave. Effective use of common themes identified in organizational theory
can shorten the amount of time, cost, and effort needed to create the Plan Human Resource
Management process outputs and improve planning efficiency
Hierarchical-type charts. The traditional organization chart structure can be used to

show positions and relationships in a graphical, top-down format. Work breakdown
structures (WBS) designed to show how project deliverables are broken down into work
packages provide a way of showing high-level areas of responsibility. the organizational
breakdown structure (OBS) is arranged according to an organization’s existing
departments, units, or teams with the project activities or work packages listed under
each department. The resource breakdown structure (RBS) is a hierarchical list of
resources related by category and resource type that is used to facilitate planning and
controlling of project work.
Responsibility Assignment Matrix: cross reference team members with

the activities or Packages they are accomplish.
RACI Chart: Roles assignments more clearly.
(Responsible, Accountable, Consult, and Inform)
Pre-assignment
When project team members are selected in advance, they are considered pre assigned.
This situation can occur if the project is the result of specific people being identified as part
of a competitive proposal, if the project is dependent upon the expertise of particular
persons, or if some staff assignments are defined within the project charter.
Negotiation
Staff assignments are negotiated on many projects. For example, the project management
team may need to negotiate with:
• Functional managers
• Other project management teams within the performing organization
• External organizations, vendors, suppliers, contractors, etc.
Acquisition
When the performing organization is unable to provide the staff needed to complete a
project, the required services may be acquired from outside sources. This can involve hiring
individual consultants or subcontracting work to another organization.
Virtual Teams
The use of virtual teams creates new possibilities when acquiring project team members.
Virtual teams can be defined as groups of people with a shared goal who fulfill their roles
with little or no time spent meeting face to face. The availability of communication
technology such as e-mail, audio conferencing, social media, web-based meetings and video
conferencing has made virtual teams feasible.
• INTERPERSONAL SKILLS
Effective project managers acquire a balance of technical, interpersonal, and conceptual skills that
help them analyze situations and interact appropriately:
• Leadership • Team building • Motivation • Communication • Influencing
• Decision making • Political and cultural awareness • Negotiation
• Trust building • Conflict management • Coaching
• Training
• Ground Rules: what behavior is acceptable and what is not
• Co-Location and War Room: Team will work in one place. War room is a central location for
Project coordination
• Performance Appraisals technique focus on: how an individual team member is performing on
the project.
Bruce Tuckman: stages of team development:
• Forming. This phase is where the team meets and learns about the project and
their formal roles and responsibilities.
• Storming. During this phase, the team begins to address the project work,
technical decisions, and the project management approach.
• Norming. In the norming phase, team members begin to work together and adjust
their work habits and behaviors to support the team. The team learns to trust each
other.
• Performing. Teams that reach the performing stage function as a well-organized
unit. They are interdependent and work through issues smoothly and effectively.
• Adjourning. the team completes the work and moves on from the project. This
typically occurs when staff is released
Observation and Conversation

Observation and conversation are used to stay in touch with the work and attitudes of
project team members. The project management team monitors progress toward
project deliverables, accomplishments
Project Performance Appraisals
Objectives for conducting performance appraisals during the course of a project can
include clarification of roles and responsibilities, constructive feedback to team
members, discovery of unknown or unresolved issues, development of individual
training plans, and the establishment of specific goals for future time periods.
Conflict Management
Conflict is inevitable in a project environment. Sources of conflict include scarce
resources, scheduling priorities, and personal work styles. Team ground rules, group
norms, and solid project management practices, like communication planning and role
definition, reduce the amount of conflict.
Interpersonal Skills
Project managers use a combination of technical, personal, and conceptual skills to
analyze situations and interact appropriately with team members. Using appropriate
interpersonal skills allows project managers to capitalize on the strengths of all team
members.
Power of PM:
Formal, Reward, Penalty, Expert, referent.
• The best from of power are Expert and Reward. Penalty is the worst choice.
• Formal, Reward and Penalty derived from PM position in the company.
Conflict Management: many PMs think the main source of conflict is personality
different.
• The seven sources of conflict in order:
• Schedule
• Priorities
• Resources
• Technical Opinions
• Administrative Procedure
• Cost
• Personality.
• Fringe Benefits: these are the standards benefits formally given to all employees, such as
education benefits, and insurance.
• Perquisites (Perks): some employees receive special rewards, such as assigned parking
spaces, corner offices, and executive dining.
• McGregor's Theory of X and Y:
X, managers believe that people need to be watched every minutes. People are incapable,
avoid responsibility, and avoid work whenever possible.
Y, managers who accept this theory believes that people are willing to work without
supervision, and want to achieve, People can direct their effort.
Maslow’s Hierarchy of Needs:

People are not most motivated to work be security or money. The highest motivation is to
contribute and to use their skills. Maslow Pyramid said that one cannot ascend to the next
level until the level below is fulfilled.
Quick Notes:
• The conflict solution technique that will generate the MOST lasting
Solution is: confronting (Problem Solving).
• In week matrix project, Expert is Most Project Manager Power needed.
• If you are new PM dealing with conflict by expert team, Compromising
is the best solution.
• Generally the best form PM Power is Expert or Reward, but if there is no
time the Formal Power is best immediately solution.
• “The Sponsor’s role is helping to prevent unnecessary changes and
prioritize between projects.
• The MOST important leadership skill for PM is: Communications.
• The recommended corrective and prevention can come from team
member.
• If the project is fine, a team member have issue, this issue should be
registered in issue log.
Chapter 9 – Exercise 1
Conflict Resolution technique:
Collaboration (Problem Solving), Compromising, withdrawal (Avoidance),
smoothing (Accommodating), Forcing.
‫ اإلجبار‬، ،)‫ تمهيد (استيعاب‬،)‫ االنسحاب (تجنب‬،‫ التسوية‬،)‫التعاون (حل المشكالت‬
5
Chapter 10:
project Communications management
‫إدارة إتصاالت المشروع‬
‫إ‬
10.1 Plan Communications Management

The process of developing an appropriate approach and plan for project communications based on
stakeholder’s information needs and requirements, and available organizational assets.
10.2 Manage Communications

Is the process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of
project information in accordance to the communications management plan.
10.3 Control Communications

Control Communications is the process of monitoring and controlling communications throughout
the entire project life cycle to ensure the information needs of the project stakeholders are met.
Communication Technology: how to communicate each item:

Face-to-Face, Telephony, Fax, email, or meeting.
Communication Methods:
Interactive Communication: one person provide the information, other
receive it and respond to the information.
(Conversation, meeting, and conference call)
Push Communication: one way stream on Information. The sender does not
expect feedback from receiver.
(Status Report, emailed updates, and company memos).
Pull Communication: PM place the information in a central location, the
recipients are then responsible for retrieving. (Large Documents).
• Communication Channels: can be calculated with following formula:

(N(N-1))/2, where N equals the number of people.
• PM spend more of his time in communications 90%, and cannot control all the
communications
Communication Requirements Analysis

The analysis of the communication requirements determines the information needs of
the project stakeholders.
These requirements are defined by combining the type and format of information
needed with an analysis of the value of that information. Project resources should be
expended only on communicating information that contributes to the success of the
project or where a lack of communication can lead to failure.
Communication Management Plan: output of Plan Communication, how you will

manage and control communications.
Progress Report: describe what has been accomplished.
Status Report: where the project now stands regarding the performance
measurement baseline.
Trend Report: examines project results over time to see if performance is improving
or deteriorating.
Forecast Report: predicts Future Project status and performance.
Variance Report: Compares actual results to baseline.
Earned Value Report: integrate Scope, Schedule and cost measures to assess Project
performance and provide forecast.
Lessons Learned: report on performance is used as lesson learned for future

projects.
Quick Notes:
• Extensive written communication will aid in solving problems issues.
• Communication are always enhanced when the sender show concern for
the perspective of the receiver.
• Use Informal verbal communication if a team member has performance
issue, if it is not solved then Formal Written.
• PM will found the communication technology used in Communication
management plan.
• For meeting, Agenda should be published, Rules should be set.
• If a team member dose not knows the status, maybe his functional
manager was not included in the communication plan.
5
Chapter 11:
Project Risk Management
‫إدارة مخاطر المشروع‬
11.1 Plan Risk Management—The process of defining how to conduct risk management
activities for a project.
11.2 Identify Risks—The process of determining which risks may affect the project and
documenting their characteristics.
11.3 Perform Qualitative Risk Analysis—The process of prioritizing risks for further analysis or
action by assessing and combining their probability of occurrence and impact.
11.4 Perform Quantitative Risk Analysis—The process of numerically analyzing the effect of
identified risks on overall project objectives.
11.5 Plan Risk Responses—The process of developing options and actions to enhance
opportunities and to reduce threats to project objectives.
11.6 Control Risks—The process of implementing risk response plans, tracking identified risks,
monitoring residual risks, identifying new risks, and evaluating risk process effectiveness
throughout the project.
• positive events (Opportunities), negative events (Threats)

• Uncertainty: lack of knowledge.
• Risk Factors: Probability (what), (Impact), (when), (how Often).
• Risk Averse: someone who don’t want to take the Risk.
• Risk Tolerance: the areas of acceptable risk, Threshold is the point at with the risk
become unacceptable.
• Risk Categories: external, internal, technical, Culture, unforeseeable.
• Types of Risk: Business (gain or loss), Pure (insurable) Risk (fire, theft, …)
Tools
• Documentation Review: Charter, contracts, lessons learned, articles.
• Information gathering techniques: brainstorming, Delphi, Interviewing, Route Cause
analysis.
• SWOT: strong, weakness, opportunities and threats.
• Check list: specific Risk with each category.
• Diagraming: Flowcharting, Cause and effect diagrams.
Risk response Strategy:

• Avoid: eliminate the threat.
• Mitigate: reduce the probability or Impact.
• transfer: make another party responsible of this Risk (Insurance, Outsource)
• Exploit: (reverse of Avoid): make sure the opportunity will happen.
• Enhance (reverse of Mitigate):
• Share: partnership, team or Joint venture,
• Accept: nothing to do, if happen take the reserve (time, cost, …)
Output is:
- Risk Register Update.
- Residual Risks: Risks remains without plan response, need contingency Plan
- Contingency Plan
- Risk response owner
- Secondary Risk: Risk will be created after implement the risk response.
- Risk Trigger
- Contracts
- Fallback Plan: Plan if the response doesn't work
 What do you do with non-critical risks?

Document them in a watchlist, and revisit them periodically.
• Would you chose only one risk response strategy?

No, you can select combination of choices.
• What risk management activity is done during the execution of the project?
Watching out for watchlist (Non-Critical) risks that increase in importance.
• What is the most important item to address in project team meeting?

Risk.
• How would risks addressed in project meeting?

By asking, what is the status of risks? Are there any new risks, is there any change to
the order of importance.
Quick Notes:
• Risk Tolerance are determined in order to help the team rank the project Risks.
• If PM find difficult to evaluate the exact cost if impact of Risk, he should evaluate on
Qualitative Basis, like (High Medium, low)
• After the PM finished the Risk Response, he can add work Packages to the WBS.
• Identify Risk is the MOST important proactive in the critical projects.
• Discussing the Project Risks should be in the Agenda for all meetings.
• If PM cannot avoid, transfer, or mitigate the Risk, Accept the Risk is the only chose
available.
• Conversation with a team member from similar project BEST help analyzing Risks
Immediately after the initiating process.
• If a problem occurred during execution, PM should work in workaround before
evaluate the problem.
• The Delphi Technique. A selected group of experts answers questionnaires and
provides feedback regarding the responses from each round of requirements
gathering. The responses are only available to the facilitator to maintain anonymity
• Monte Carlo Analysis. A technique that computes or iterates, the project cost or
project schedule many times using input values selected at random from probability
distributions of possible costs or durations, to calculate a distribution of possible
total project cost or completion dates
Chapter 11- Exercise 1

Chapter 11- execise 2

6
Chapter 12:
project Procurement management
‫إدارة مشتريات المشروع‬
12.1 Plan Procurement Management—The process of documenting project

procurement decisions, specifying the approach, and identifying potential sellers.
12.2 Conduct Procurements—The process of obtaining seller responses,
selecting a seller, and awarding a contract.
12.3 Control Procurements—The process of managing procurement
relationships, monitoring contract performance, and making changes and
corrections as appropriate.
12.4 Close Procurements—The process of completing each project procurement.
• Centralized Contracting: One Purchasing department of all projects, PM request help

from the department
• Decentralized Contracting: a procurement manager assigned for one project and
reporting to PM.
Plan Procurement
• Performing a Make-or-Buy analysis
• Creating a procurement management Plan
• Creating a procurement Statement of Work
• Selecting a contract type
• Creating a procurements documents
• Determining the source selection criteria
• Request for Proposal (RFP): sometimes we called Request for Tender, requested a
detailed proposal on how the work will be accomplished, who will do it, company
experience, prices.
• Invitation for Bid (IFB): sometimes we called Request for Bid, Just request a total
price to do all the work.
• Request for Quotation (RFQ): request a price quote per item, hour, meter or other
unit of measure.
• Nondisclosure Agreement (NDA): agreement between the Buyer and Seller, stating
the information or documents they will held confidential before sending the
procurement document.
 Source Selection Criteria:

• Number of years in business or financial stability
• Understanding of needs
• Price or life cycle cost
• Technical ability
• Quality of past performance
• Ability to complete the work on time
• Project management ability
• Teaming Agreement (Joint Venture): two sellers joins forces for one procurement to
enhance win chance.
• Special Provisions (Special conditions): PM add or make change to the company standard
contract terms and conditions.
• Letter of Intent: a letter requested by seller to start preparing for work before the official
contract signed.
• Noncompetitive Forms of procurement: when no need to go with whole procurement
process, example when only one seller can provide the service or Schedule Pressure:
• Single Source: there is a preferred seller.
• Sole Source: there is only one seller.
Bidder Conferences
Bidder conferences (sometimes called contractor conferences, vendor conferences, and pre-bid
conferences) are meetings between the buyer and all prospective sellers prior to submittal of a bid
or proposal.
Proposal Evaluation Techniques
On complex procurements, where source selection will be made based on seller responses to
previously defined weighted criteria, a formal evaluation review process will be defined by the
buyer’s procurement policies.
Independent Estimates
For many procurement items, the procuring organization may elect to either prepare its own
independent estimate, or have an estimate of costs prepared by an outside professional estimator,
to serve as a benchmark on proposed responses.
Advertising
Existing lists of potential sellers often can be expanded by placing advertisements in general
circulation publications such as selected newspapers or in specialty trade publications
Procurement Negotiations
Procurement negotiations clarify the structure, requirements, and other terms of the purchases so
that mutual agreement can be reached prior to signing the contract.
Agreements
A procurement agreement includes terms and conditions, and may incorporate other items that the
buyer specifies regarding what the seller is to perform or provide. It is the project management
team’s responsibility to make certain that all agreements meet the specific needs of the project
while adhering to organizational procurement policies.
Quick Notes
• Once signed, a contract is legally binding unless: violation of applicable

law.
• With a clear SOW contract, if seller complete the work as specified, and
the buyer was not pleased from the results, the contract is considered to
be COMPLETE.
• well-designed procurement document can simplify the comparisons of
responses.
• Contract should include procedures to accommodate changes.
• PM involved in the Contract negotiation to protect the relationship.
• The contract is Win/Win so PM Key role to make sure obtain fair and
reasonable price.
• In CR contract during procurement closure the buyer should audit
seller’s cost submittals.
• Cost risk is lower in FP contract.
# Chapter 12- Practice Exam Answer
5
10
Chapter 13:
Project Stakeholder management
‫إدارة أصحاب المصلحة للمشروع‬
13.1 Identify Stakeholders

Identify Stakeholders is the process of identifying the people groups, or organizations that could
impact or be impacted by a decision, activity, or outcome of the project, analyzing and documenting
relevant information regarding their interests, involvement, interdependencies, influence, and
potential impact on project success.
13.2 Plan Stakeholder Management
Is the process of developing appropriate management strategies to effectively engage stakeholders
throughout the project life cycle, based on the analysis of their needs, interests, and potential impact
on project success.
13.3 Manage Stakeholder Engagement
Manage Stakeholder Engagement is the process of communicating and working with stakeholders to
meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder
engagement in project activities throughout the project life cycle.
The key benefit of this process is that it allows the project manager to increase support and minimize
resistance.
13.4 Control Stakeholder Engagement

Control Stakeholder Engagement is the process of monitoring overall project stakeholder
relationships and adjusting strategies and plans for engaging stakeholders
• Identifying the people groups, or organizations that could impact or be impacted by

a decision, activity, or outcome of the project,
• Documenting relevant information regarding their interests, involvement,
interdependencies, influence, and potential impact on project success.
Stakeholder analysis is a technique of systematically gathering and analyzing

quantitative and qualitative information to determine whose interests should be taken
into account throughout the project. It identifies the interests, expectations, and
influence of the stakeholders and relates them to the purpose of the project. It also
helps to identify stakeholder relationships (with the project and with other
stakeholders)
Stakeholder Register
The main output of the Identify Stakeholders process is the stakeholder register. This
contains all details related to the identified stakeholders including, but not limited to:
• Identification information. Name, organizational position, location, role in the
project, contact information;
• Assessment information. Major requirements, main expectations, potential
influence in the project, phase in the life cycle with the most interest.
• Stakeholder classification. Internal/external, supporter/neutral/resistor, etc.
Developing appropriate management strategies to effectively engage stakeholders

throughout the project life cycle, based on the analysis of their needs, interests, and
potential impact on project success.
Analytical Techniques
The current engagement level of all stakeholders needs to be compared to the
planned engagement levels required for successful project completion. Stakeholder
engagement throughout the life cycle of the project is critical to project success.
The engagement level of the stakeholders can be classified as follows:

• Unaware. Unaware of project and potential impacts.
• Resistant. Aware of project and potential impacts and resistant to change.
• Neutral. Aware of project yet neither supportive nor resistant.
• Supportive. Aware of project and potential impacts and supportive to
change.
• Leading. Aware of project and potential impacts and actively engaged in
ensuring the project is a success.
# Chapter 13- Practice Exam

1
5
Majed Al Sad
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PMI Member#2698893E2

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Table of content Page

Chapter 1 Introduction ‫مقدمة‬ 3

• Meet the qualification (eligibility Requirements)

Organizational Process Assets:

• Project: a temporary endeavor undertaken work to create unique product, service,

• Managed by objectives: establish unambiguous and realistic objectives,

# Chapter 2 - Practice Exam Answer

# Chapter 3 - Practice Exam Answer

1 In which process group the detailed project budget Created?

4 Which of the following is charactaristic of project management processes?

SOW (Statement Of Work): it is a written description of the project's product, service, or

Project Selection Methods:

• Opportunity Cost: 'What is the cost of the other opportunities we missed by

 # Change Control System: It is also a collection of formal documented procedures

• It is all about shutting the project down properly.

# Chapter 4 - Practice Exam Answer

# Chapter 4 - Practice Exam Answer

Project Scope Management: includes the processes required to ensure

Scope Baseline include (PSS, WBS, WBS Dictionary)

Requirement document Questionnaire and survey Requirement traceability Matrix

# Chapter 5 - Practice Exam

6.1 Plan Schedule Management—The process of establishing the policies, procedures,

Published Estimating Data

Analogous estimating is a technique for estimating the duration or cost of an activity or a

Parametric estimating is an estimating technique in which an algorithm is used to calculate cost

Three-Point Estimating The accuracy of single-point activity duration estimates may be

Float (Slack) or Total Float = LF-EF or =LS-ES

Three types of float:

Leads and Lags:

1. what is the duration of the critical Path?

# Chapter 6 - Practice Exam Answer

Cost Estimate tools:

• Earned Value Management (EVM): Cost Performance Management is best done by

The work remaining over the money

# Chapter 7 - Practice Exam

8.1 Plan Quality Management—The process of identifying quality requirements and/or

Scatter diagrams, tracks two variables to determine the relationship

# Chapter 8 - Practice Exam Answer

9.1 Plan Human Resource Management—The process of identifying and documenting

9.3 Develop Project Team—The process of improving competencies, team member

9.4 Manage Project Team—The process of tracking team member performance,

Organization Charts and Position Descriptions

Hierarchical-type charts. The traditional organization chart structure can be used to

Responsibility Assignment Matrix: cross reference team members with

Observation and Conversation

Maslow’s Hierarchy of Needs:

# Chapter 9 - Practice Exam Answer

10.1 Plan Communications Management

10.2 Manage Communications

10.3 Control Communications

Communication Technology: how to communicate each item:

• Communication Channels: can be calculated with following formula:

Communication Requirements Analysis

Communication Management Plan: output of Plan Communication, how you will

Progress Report: describe what has been accomplished.

Forecast Report: predicts Future Project status and performance.

Variance Report: Compares actual results to baseline.

Lessons Learned: report on performance is used as lesson learned for future

# Chapter 10 - Practice Exam Answer

• positive events (Opportunities), negative events (Threats)

Risk response Strategy:

 What do you do with non-critical risks?