1.

INTRODUCTION
1. Examination Blueprint (Slide 7)
2. ROLE OF PMO (slide 22)
3. PROJECT LIFE CYCLE (slide 23)
4. PLC CHARACTERISTICS (slide 24)
5. BUSINESS VALUE (slide 25)

2. ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE

1. ORGANISATION CULTURE AND STYLE (OPA), ORGANISATION COMMUNICATION,

ORGNISATION STRUCTURE(OPA), OPA ,EEF
2. ORGANISATION STRUCTURE SLIDE 7
3. COMPOSITE ORGANISATION (slide 12)
4. PROJECT GOVERNANCE (slide 17)
5. PROJECT PHASE AND PHASE END REVIEW (slide 20)
6. PHASE TO PHASE RELATIONSHIP
7. PROJECT LIFE CYCLE MODEL (PREDICTIVE, ITERATIVE/INCREMENTAL, ADAPTIVE)
(slide 22)

3. PROJECT MANAGEMENT PROCESSES

1. DEFINATION OF PROCESS (slide 2)
2. PROJECT PHASE AND PROCESS GROUPS SLIDE 10
3. Initiation helps to establish Project Boundary and align stakeholders expectation
4. Planning process help to define the strategy & tactics to plan activities ensure
completion of the project or phase
5. Work performance data, information, report definition slide 23
6. Slide 24 flow of wpd, wpi, wpr

4. PROJECT INTEGRATION MANAGEMENT

1. PROJECT CHARTER SLIDE 7 AND 8 (Creating a document that formally authorizes a
project or phase and empowers the Project Manager)
2. PROJECT STATEMENT OF WORK
3. PROJECT MGMT PLAN INCLUDE 1 SCOPE BASELINE 2 SUBSIDERY PLAN 3 OTHER
DOCUMETS (SLIDE 20 -21)
4. Analytical techniques include regression analysis. Root cause analysis, forecasting
method, trend analysis, evm, variance analysis. (Slide 36)
5. Facilitation techniques include Brainstorming Conflict resolution Problem solving
Meeting management
6. Approved change may be a corrective action, preventive action, defect repair and/ or
updates
 7. Change Control board (CCB) is a formally chartered group responsible for reviewing,
evaluating, approving, delaying or rejecting changes to the project and for recording and
communicating such decisions
8. Customer or sponsor approval may be required after CCB approval unless they are part
of the CCB
9. Business case include business and cost benefit analysis to justify and establish
boundary of project

5. Project scope management

1. Project Scope. The work that must be performed in order to deliver a product, service,
or result with the specified features and functions
2. Product Scope. The features and functions that are to be included in a product, services
or result
3. Scope Management includes the processes required to ensure that the project includes
all the work required, and only the work required, to complete the project successfully.
4. Managing the scope is primarily concerned with defining and controlling what is and is
not included in the project.
5. There are different type of requirements such as
Business requirements : higher level needs
Stakeholder requirements: stakeholder needs
Solution requirement: functional requirement features of the product , non
functional requirement quality required for the product to be effective
(realible, security etc)
Transition requirement: temporary capabilities like training requirement
Quality requirement: require criteria to validate the project qualtity
6. Requirements should be
Unambiguous (measurable and testable)
Traceable
Complete
Consistent
Acceptable to key Stakeholder
6. Define Scope is the process of developing a detailed description of the project and
product
7. Product Analysis
 Applicable for the projects having product as deliverables
Techniques included are, but not limited to
Product breakdown
System analysis
Requirements analysis
Systems engineering
Value engineering and value analysis
8. Facilitated Workshops- Are focused sessions that bring key cross functional
stakeholders together to define product requirements
9. Project Scope Statement- Describes in detail the projects deliverables and the work
required to create those deliverables
10. Scope Baseline
It is a component of project management plan
Approved version that contains
1. Project scope statement
2. WBS
3. WBS dictionary
11. Quality Control is generally performed before scope verification But both can be
performed in parallel also

6. PROJECT TIME MANAGEMENT

1. Project work packages are typically decomposed into smaller components called
activities that represent the work necessary to complete the work package.
2. Milestones have zero duration as they represent a moment in time
3. Resource Breakdown Structure slide 44
4. Delphi technique and nominal technique is same.
5. Developing an acceptable project schedule is often an iterative process
6. CRITICAL CHAIN METHOD 1. PROJECT BUFFER, 2. FEEDING BUFFER SLIDE 66-68
7. Resource Optimization Techniques
Resource levelling Can be used when shared or critically required resources are only
available at certain times, or in limited quantities, or over-allocated, or to keep resource
usage at a constant level
 Resource smoothing: A technique that adjusts the activities of a schedule model such
that the requirements for resources on the project do not exceed certain predefined
resource limits.
8. Crashing: A technique used to shorten the schedule duration for the least incremental
cost by adding resources.
Crashing does not always produce a viable alternative and may result in increased
risk and/or cost
Crashing only works for activities on the critical path where additional resources
will shorten the duration.
9. Fast tracking: A technique in which phases or activities normally done in sequence are
performed in parallel for at least a portion of their duration Fast tracking may result in
rework and increased risk

7. PROJECT COST MANAGEMENT

1. The accuracy of a project estimate will increase as the project progresses through the
project life cycle.
2. Parametric estimate is more accurate than analogues estimate
3. Top down approach is also known as analogous estimate.
4. There are two types of parametric estimate one is regression analysis and other is
learning curve.
5. Three point estimate is done in time and cost.
Triangular Distribution. CE = (CO + CM + CP) / 3

Beta Distribution (from the traditional PERT technique). CE = (CO + 4CM + CP)/ 6

6. Determine budget: Process of aggregating the estimated costs of individual activities or

work packages to establish an authorized cost baseline.
7. Budget reserve analysis can establish both the contingency reserves and the
management reserves for the project.
8. Contingency reserves are allowances for unplanned but potentially required changes
that can result from realized risks identified in the risk register.
9. Management reserves are budgets reserved for unplanned changes to project scope
and cost.
10. Reserves are not a part of the project cost baseline, but may be included in the total
budget for the project. They are not included as a part of the EVM calculations.
11. Contingency Reserves can be used only for the purpose they were allocated, it cannot
be used for any other unplanned costs that incurs on the project.
12. Contingency Reserves are for known unknowns (risks) and have specific amount
allocated per risk, Management Reserves are generally % of the total project Cost
Baseline.
13. Performance Management Baseline = Cost Baseline + Schedule Baseline + Scope
Baseline, thus any deviations from Cost Baseline will affect PMB.
14. If there are any changes to the project, these changes needs to be evaluated with
respect to impact on constraints like time, cost, scope and quality. Costs associated with
these changes should be estimated and if these changes are approved by CCB (Change
Control Board) then cost of these changes will be added to the Cost Baseline and project
will be monitored as per new PMB (which also includes Cost Baseline).

15.
All Activity or Work Package Estimate + Contingency Reserve for each Activity or Work
Package = Cost Baseline
16. Cost Baseline + Management Reserve = Project Budget
17. Critical ratio (CR)
overall performance of project

CR=CPI*SPI
 18. learn all the formulas from slide 47 to 51

8. Project human resource management

1. Organization chart: there are three type of structure a. hirechichal b. matrix (ram) c.
text oriented.

2. The following should be addressed when listing the roles and responsibilities needed to
complete a project:

Role
Authority
Responsibility Competency
3. The virtual team model makes it possible to:
Form teams of people from the same organization who live in
widespread geographic areas; Add special expertise to a project team even though the expert
is not in the same geographic area; Incorporate employees who work from home offices; Form
teams of people who work different shifts, hours, or days;
Include people with mobility limitations or disabilities; and
Move forward with projects that would have been ignored due to travel expenses.

There are some disadvantages related to virtual teams, such as possibility for
misunderstandings, feeling of isolation, difficulties in sharing knowledge and experience
between team members, and cost of appropriate technology. Communication planning
becomes increasingly important in a virtual team environment. Additional time may be needed
to set clear expectations, facilitate communications, develop protocols for resolving conflict,
include people in decision making, understand cultural differences, and share credit in
successes.
3. TUCKMAN LADDER is project team development forming, storming, norming,
performing and adjourning.
4. Co-location also referred to as tight matrix, involves placing many or all of the most
active project team members in the same physical location to enhance their ability to
perform as a team
 9. PROJECT COMMUNICATION MGMT.

1. Formal (reports, minutes, briefings) and informal (emails, memos, ad-hoc discussions);
2. Project managers spend most of their time communicating with team members and
other project stakeholders, whether they are internal (at all organizational levels) or
external to the organization.
3. PLZ remember communication requirement analysis as a tool and technique.
4. There are three communication method (1) interactive communication:includes
meetings, phone calls, instant messaging, video conferencing, etc. (2) Push
communication Sent to specific recipients who need to receive the information. Push
communications include letters, memos, reports, emails, faxes, voice mails, blogs, press
releases, etc.(3) pull communication: it is send to lot of people and information is also
high this include website, e learning etc.
5. Performance reporting is the act of collecting and distributing performance information,
including status reports, progress measurements, and forecasts

10 PROJECT STAKEHOLDER MGMT.

NO NOTES!!!

11 Project Risk MGMT.

1. The objective of Project Risk Management is to increase the probability and impact of
positive events and decrease the probability and impact of negative events in the
project
2. A project risk that has occurred can also be considered as an issue
3. Project risk is characterized by three factors: Risk Event, Risk Probability and the
Amount at Stake.
4.

5. Perform Qualitative Risk Analysis: Prioritizing risks for subsequent further analysis or
action by assessing and combining their probability of occurrence and impact.
6. Perform Quantitative Risk Analysis : numerically analyzing the effect on overall project
objectives of identified risks
7. Residual risk is the threat that remains after all efforts to identify and eliminate risk have
been made.
8. Risk management plan include
methodology
roles and responsibility
budgeting
timing
risk categories (risk breakdown structure)
probability and impact matrix
revised stakeholder risk tolerance
reporting format
tracking
9. The lowest level RBS can also be used as a risk checklist
10. In identify the risk process following tools are used
Information gathering (brainstorming, Delphi, Root cause analysis)
Diagramming technique (cause effect analysis, process flow chart, influence
diagram)
11. Risk Register a document in which results of risk analysis and risk response planning are
recorded.
12. Qualitative risk analysis Includes methods for prioritizing the identified risks for further
action such as Quantitative Risk Analysis or Risk Response Planning
13. In quantitative analysis Uses techniques such as Decision Tree Analysis or Monte Carlo
Simulation
14. Data gathering and representation techniques
Interviewing
Probability Distributions
15. Quantitative Risk Analysis and Modeling Techniques
Sensitivity Analysis (Helps to determine which risks have the most
potential impact on the project)
Expected Monetary value analysis (slide-50 eg.)
Modeling and Simulation
16. Risk Event Status = Risk Probability X Amount at Stake
17. Amount at Stake = Cost of Investment + Least Cost to Restore Status Quo
18. Strategies for negative risks or threats

Avoid, Transfer (Insurance, performance bonds, warranties,

Guarantees, etc.
Contracts may be used to transfer liability for
specific risks to the third party
Cost plus contracts transfer cost risk to buyer
Fixed price contracts may transfer risks to the
Seller)

, Mitigate (Risk mitigation implies reduction in probability and/impact

of an adverse risk event to be within an acceptable threshold. Adopting less
complex processes, conducting more tests, choosing a more stable supplier
are mitigation actions) and Accept
19. Strategies for positive risks (opportunities)
 Exploit (This strategy seek to eliminate the uncertainty associated with
a particular upside risk. Directly exploiting responses include assigning more
talented resources to the project to reduce the time to completion or to
provide better quality than planned), Share, Enhance (This strategy
modifies the size of an opportunity. Enhancing opportunities include adding
more resources to an activity to finish early) and Accept
20. The Project Manager is responsible for ensuring Risk Audits are performed at a regular
frequency as defined in projects risk management plan
21. Reserve analysis compares the amount of the contingency reserves remaining to the
amount of risk remaining at any time in the project in order to determine if the
remaining reserve is inadequate

12 Project Procurement mgmt.

1. Requirements with contractual and legal implications that may include health, safety,
security, performance, environmental, insurance, intellectual property rights, equal
employment opportunity, licenses, and permitsall of which are considered when
planning for procurements.

2.
3. Fixed Price with Economic Price Adjustment Contracts (FP-EPA). This contract type is
used whenever the sellers performance period spans a considerable period of years
4. FIXED PRICE
 COST PLUS

T&M
 1. Describes the item in sufficient detail to allow prspective sellers to determine if they are
capable of providing the item
2. Describes the products, services, or results to be supplied by the seller
3. Information in the SOW can include
Specifications; quantity desired; quality levels; performance data; period of performance;
work location

1. Some common terms for procurement documents request for information (RFI),
invitation for bid (IFB), request for proposal (RFP), request for quotation (RFQ), tender
notice, invitation for negotiation, contractor initial response
2. Contested changes and potential constructive changes are those requested changes
where the buyer and seller cannot reach an agreement on compensation for the
change or cannot agree that a change has occurred.
3. These contested changes are variously called claims, disputes, or appeals.
4. Settlement of all claims and disputes through negotiation is the preferred method.