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pmp project management exam
Review of key points of the PMP project management exam, five major management processes, and ten major areas of knowledge
Edited at 2020-08-02 21:56:28
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
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This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
pmp project management exam
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
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- Outline
pmp
Management Process(5)
Start process group(2)
Non-mathematical models (qualitative)
sacred cow model
business needs model
Expert advice model
comparative advantage model
Mathematical Model (Quantitative)
Project calculation period
original investment
Total investment
static payback period
Mutually exclusive projects
Calculation method
Payback period (the shorter the better)
Benefit cost ratio BCR (more than 1 makes money)
Return on investment ROI (the more, the better)
Net present value NPV (the more, the better), let’s look at it first
Internal rate of return IRR (the more the better, we will see later)
Planning Process Group(13)
Decomposition(WBS)
Upper layer (working component)
Lower level (work package)
type
Table Structure
Hierarchy
Gantt chart
Classification
bar chart
replacement diagram
milestone
Network Diagram
Classification
Single code (represented by nodes)
Double code (expressed with lines)
Program Review Technology (PERT)
Classification
Triangular distribution (project duration plus) tE=(tO tM tP)/3
Triangular distribution (project cost) CE=(CO cM CP)/3)
Beta distribution (project cost) CE = (CO 4CM CP)/3 priority)
Critical Path Method (CPM)
Classification
Forward push method (add the maximum value from left to right)
Backwards method (subtract from right to left to get the minimum value)
float time
The critical path equal to 0, the critical path is related to the construction period
TF earliest floating time
FF latest float time = lagging start time - previous end time
Resource management
Classification
human Resources
Gantt chart
Histogram
material resources
Resource optimization technology
resource balancing
Resource fixed
Adjust construction period
Resource smoothing
Fixed construction period
Adjust resources
Path convergence (milestones)
Depreciation method(?)
General depreciation
Straight-line method (original value-residual value)/estimated service life
Workload (original value-residual value)/estimated service life
accelerated depreciation
Double balance depreciation
Sum of years depreciation
Make-Buy Analysis
Resource integration mechanism
contract
cost plus incentives
Agile release planning
severance plan
iteration planning
Execution Process Group(10)
Guarantee system ISO
Plan-Do-Check-Act
Expansion of SQFD software functions
CMMI Capability Maturity Model
Incomplete level
Executed level
Managed
level defined
Quantitative management level
Continuous optimization level
Execution tool PMIS project management system
change control system
configuration management system
Documentation (plans and documents)
output
definition
Record
examine
change
project management information system
project management system
OPMS
Monitoring Process Group(12)
Progress compression
Rush work (time cost balance) and spend resources
Earned value managementEV
Earned value
PV (Planned Value)
EV
AC (actual cost)
BAC (Budget-Based)
BDAC (Breaking Completion Time)
Earned value model
performance
PV cost deviation=EV-AC
CPI performance index = EV/AC
SV progress deviation=EV/PV
SPI schedule performance index = EV/PV
Predictive indicators
EAC Completion Estimate=BAC/CPI
ETC still needs to be estimated =EAC-AC
VAC completion deviation=BAC-EAC
EDAC estimated completion period = BDAC/SPI
Performance required for TCPI completion=BAC-EV/BAC(EAC)-AC
method
milestone method
fixed formula method
50/50
20/80
0/100
percentage of completion method
Iterative burndown chart
overall change
propose changes
Team understands
Assess impact on overall project goals
Does it involve benchmarks?
Not involved in project management
Notify relevant people
implement
involving benchmarks
Closing process group(1)
End project or phase
knowledge management
accumulation principle
sharing principle
communication principles
Field(10)
Project management
basic concept
Integration management is the key to the success of the entire project. The project manager exists because of integration.
method
communicate
coordination
Integration in an agile environment
iterative agile/
Adaptable and collaborative environment
Integrate development trends
Use automated tools
Use visual management tools
Project knowledge management
Add project manager responsibilities
mixed methods
Tailoring considerations
important meeting
kick-off conference
Publish project charter
Appoint project manager
Empower project managers with resources and authority
End of startup phase
Project kick-off meeting (after planning and before execution)
Team members care about each other
top-down requirements
bottom-up commitment
resume communication relationship
Establish accountable relationships
end of planning phase
focus group meeting
Gather requirements
Stakeholders meet with subject matter experts
Gather requirements
guided seminar
Cross-functional stakeholder and team meetings
Receipt requirements
Gather requirements
Planning meetings and analysis
review meeting
bidders meeting
Assessment meeting
process learning
three obedience
input from result
Select tool from input
four gains
One get file plan
Second result data
Sande change request
Four Factor Assets
Integration Process Purpose
4.1 Project Charter
output
Project Charter
Hypothetical log
enter
business documents
business case
Benefit Management Plan
It should be available before the project
protocol
career factors
organizational process assets
Tool technology
expert judgment
data receipt
interpersonal relationships
Meeting
start process group
4.2 Develop project management
enter
Project Charter
business environment factors
organizational process assets
tool
expert judgment
data receipt
interpersonal relationships
Meeting
output
Project Management Plan(12 4 2)
Performance Measurement Basics(4)
scope
cost
performance
develop
Regulations(2)
life cycle
development method
12 sub-plans
planning process group
4.3 Direct and manage project work
output
Deliverables
job performance data
change request
Project management plan changes
Project file updates
Organizational process asset updates
enter
project management plan
project files
Change request approved
ToolPMIS
project management information system
4.4 Management project knowledge
output
Lessons Learned Register
Categories and descriptions
Action plan
Issues and Risks
Project Management Plan Update
Organizational process asset updates
enter
project management plan
project files
Deliverables
executive process group
4.5 Monitor project work
output
job performance report
scope performance
cost performance
time performance
Existing job performance data
job performance information
job performance report
change request
Report required
Classification
Precaution
Corrective Action
Defect Remediation
renew
Project Management Plan Update
Commonly used analysis
Model analysis
regression analysis
Packet sending method
failure analysis
Reserve analysis
Earned value analysis
fault tree analysis
cause and effect analysis
related analysis
trend analysis
effective meeting
premise
Send meeting agenda in advance
Arrive five minutes early
Start and finish on time
When encountering differences, deal with the issue rather than the person
agree on work
process
Don't interrupt
Famous Songs Tasks and Responsibilities
Is it necessary to hold another meeting?
Meeting rules/system
4.6 Implement overall change control
output
Change request approved
Project Management Plan Update
Project file updates
tool
decision making
vote
autocratic decision-making
Multi-criteria decision analysis
change control mechanism
Change management process/system
change control board
Change communication procedures
enter
change request
monitoring process group
4.7 End the project or phase
output
Project file updates
final product delivery
final report
Organizational process asset updates
tool
Meeting
data analysis
File analysis
Archive analysis
trend analysis
Deviation analysis
enter
Acceptance documents
end process group
Integrated management is the most important (summary)
Observe the Six Paths, Listen to All Directions, Think and Coordinate, Master the Universe
Have a pattern
project scope management
introduce
Ensure that all work required for the project is done and completed successfully
Product scope (output)
Project management scope (process)
life cycle
predict
Deliverables Definition
adapt
Define and approve scope every time
process
planning process group
5.1 Planning scope management: Provide guidance and direction for scope management
Output(2)Plan
scope management plan
How to collect requirements
How to define scope
How to create a record range WBS
How to confirm results
How to monitor
demand management plan
Stage to stage relationship
How to plan, track, and report various needs
Requirements priority
Configuration management activities, etc.
enter
Management Charter
wait....
include content
5.2 Gather requirements: provide the basis for defining the scope
output
requirements document
Requirements Tracking Matrix
enter
Management Charter
wait.....
tool
data collection
Data performance
Interpersonal and team skills
Gathering requirements technology
Interview
Questionnaire
observe
Benchmark comparison
group communication technology
group decision making techniques
Facilitated seminar
focus group
5.3 Define Scope: Define Acceptance Criteria and Boundaries
output
project scope statement
Product range description
Acceptance Criteria
Output results
project process
Project deliverables
Project exclusions
Project constraints
Project Assumptions
Update project files
enter
Project Charter
project management plan
scope management plan
tool
product analysis
product breakdown
system analysis
Requirements analysis (QFD quality engineering deployment)
Systems Engineering
Value Engineering
V(value)=F(function)/C(cost)
Value Analysis
Alternatives Analysis
Brainstorming
Lateral thinking
paired comparison method
5.4 Create WBS: Disassemble the requirements
output
Scope Baseline
scope statement
WBS work package
WBS Dictionary
tool
break down
monitoring process group
5.5 Determination of scope: delivery and acceptance
output
Acceptance of deliverables (client/sponsor/stakeholder)
job performance information
change request
tool
examine
output
project
5.6 Control Scope: Supervise Project Scope
output
job performance information
change request
tool
Earned Value (EV)
method
Increase user engagement
Reduce incomplete and changing requirements
Use software to assist project scope management
Summarize
please participate
More stakeholders involved
Use mechanism
Control changes
Du Qianbian
Anyway, the scope spreads
Anti-gold plating
Add your own needs
Project progress management
concept
Schedule is project start and project time
The duration of the project to be completed
Schedule Management: The process required to ensure projects are completed on time
Four factors
Personal work style
Simple time estimate
death march
cultural difference
6.1 Planning progress management: Develop progress management plan
output
progress management plan
How to define activities
How to sort
How to estimate event resources
How to estimate event duration
How to create a schedule
How to control progress
Content definition
Progress Baseline (Gantt Chart/Burndown Chart)
Schedule release length and iteration length
Accuracy, schedule model maintenance, control model maintenance, control thresholds, report format, process description
Interest measurement rules
percentage
Earned Value Measurement Techniques
progress performance measurement indicator sv spi
enter
Project Charter
wait....
6.2 Define Activities: Activity List
output
Activity list
Activity properties
Milestone List
change request
Project Management Plan Update
progress baseline
cost basis
tool
break down
rolling rules
enter
Project management plan
progress management plan
Scope Baseline
6.3 Sequencing activities: network diagram
output
Project progress network diagram
tool
predecessor relationship drawing method
Confirm and integrate dependencies
Drink the amount in advance and the amount in lag
enter
project management plan
progress management plan
6.4 Estimating activity duration: individual activity time
output
duration estimate
Estimate basis
tool
three point estimate
Reserve analysis
Estimate basis
All assumptions
Estimate interval description
Confidence level
subtopic
wait....
6.5 Develop a progress plan: Is the progress plan a document? After approval, it is called the project progress baseline.
output
progress baseline
Project schedule
Resource histogram
cash flow forecast
Northern Line Schedule/Enforcement Time
Progress contingency reserve
Order delivery schedule
progress data
tool
Critical Path
resource routing method
Resource optimization
Agile resource release
planning process group
6.6 Control progress:
output
job performance information
progress forecast
enter
project management plan
progress management plan
progress baseline
Scope Baseline
tool
Earned value analysis
burn down chart
monitoring process group
project cost management
Basic concepts of cost management
Cost is often measured in money and must be used to obtain services or products.
Because money spent on projects and resources consumed can be used for other purposes, it is important to understand cost management of project cash.
Project cost classification
direct cost
s
Sunk costs
life cycle cost
short cycle
Operation and maintenance costs
opportunity cost
fixed cost
Variable costs
total cost
learning curve
7.1 Planning Cost Management: Cost Management Plan
output
cost management plan
Regulation: Cost
institutional budget
Require cost control
unit of measurement
performance measurement rules
tool
enter
Project Charter
project management plan
progress management plan
risk management plan
7.2 Estimated Cost: Estimated Cost
output
Cost Estimate
Estimate basis
hypothesis file
Constraints
Estimate instructions
quality cost
consistent cost
Avoid high cost of failure
cost of inconsistency
cost due to failure
wait.....
Estimates
tool
expert
analogy estimation
parameter estimation
Bottom-up estimation
WBS
three point estimate
trigonometric estimation
beta estimate
enter
cost planning
Quality Plan
Scope Baseline
7.3 Develop a budget: allocate costs to work items and establish benchmarks
planning process group
7.4 Control costs: Control costs within the baseline
monitoring process group
Management process 4W1H
do what
why do
who will do it
when to do
How to do
life cycle(4)
Interpretation of management from multiple perspectives
history management
labor distribution
standardization
management functions
plan
organize
command
coordination
control
interpersonal theory
Hawthorne experiment
lighting experiment
welfare experiment
interview experiment
group experiment
organizational decisions
management by objectives
efficiency and effectiveness
Manager activities
effective manager
Communication 44%
Internet contact 11%
Traditional management 19%
Human Resource Management26%
successful manager
Communication 28%
Internet contact 48%
Traditional management 13%
Human Resource Management11%
Summary: Directors and people should complement each other and balance efficiency and effectiveness. Plan/Organize/Command/Coordinate/Control
Interpretation of projects from a single project perspective (36)
Single project architecture
field
life vessel
management process
project concept
Temporary work for results
Project Features
Temporary
unique
progressive detailing
Project driven change
Project start background
Social needs, compliance and legality
Meet the needs of relevant parties
Renovate, Create, Repair
Business changes, etc.
End of the project
Achieve goals
fall short of target
demand does not exist
law or convenience
commercial value
tangible value
intangible value
Project management: application of knowledge and skills, tools and technology to complete effectively and efficiently
Project management objectives
goal achieved
Solve the problem
management constraints
Optimize resources
Code of Ethical Journalism(4 out of 2)
responsibility
respect
just
honest
projects and operations
principal
Project: Project Manager
Operations: Functional Manager
implementation team
Project Team
department
Time-limited
Disposable
continuous
Target
unique
Repeatability
Purpose
Achieve goals and close project
continuing operations
management pursuit
Effect
efficiency
Other intersection points:
project life cycle
life cycle type
Startup project
Organization and preparation
execute project
End project
Common project structure
It is best to have 4 to 6 stages of the project
Difference = Plan-Implement separate management
Project life cycle type
Adaptive type (change driving method)
Predictive (fully planned)
Development life cycle types
Predictive: Waterfall life cycle Early scope, schedule, cost, and change are carefully managed
Adaptability
Agile: Continuously execute according to demand priority each time
Iterative (repeated refinement)
Incremental (built block by block)
Hybrid
Three stages of life cycle
Project establishment stage
Project requirements
Goal analysis
concept development stage
development stage
System Requirements Analysis
system design
construction and development
User acceptance
Operation and Maintenance
run
maintain
project phase relationship
Sequence relationship
Overlapping relationship
iterative relationship
Project business documents
Project business case
Project Benefit Management Plan
Project goals (SMART principle)
clearly
measurable
Can achieve
associated
time-limited
Project success criteria
scope
cost
time
Project three constraints
Direct relationship between project constraints and goals
Other standards
Internal benefits to the organization
financial indicator
Net present value (NPV)
Return on Investment (ROI)
Internal Rate of Return (IRR)
Internal Period (PBR)
Cost-benefit ratio (BCR)
Project environmental impact
internal organization
Organizational Process Assets (OPA)
Processes and Procedures
shared knowledge base
Enterprise Environmental Factors (EEF)
internal
external
organizational system
organizational system factors
management elements
governance structure
Organization structure type
governance structure
rule
policy
program
specification
system
process
relation
system principles
The system is dynamic
System Optimization
System components can be optimized
Systems and components cannot be optimized at the same time
The system exhibits a nonlinear response
PMO Project Management Office
Support type (low control)
Control type (under control)
Command type (high control)
organization
Establish a mechanism
Configuration mechanism
program mechanism
regulatory mechanism
governance body
Authorization and decisive battle mechanism
Structural classification
describe
Simple: people working side by side (decision making and execution)
Functional type: According to the principle of division of labor, departments are divided according to functions (cross-department communication is difficult/resources are exclusive)
Multi-Department: Authorized Department Manager
Project type: taking projects as organizational units
Matrix: Integrating functional and project characteristics
Virtual type: organization
hybrid organizational structure
PMO type
PM role
Simple type: part-time
Functional type: part-time
Multiple departments: part-time
Project Type: Full-time
Matrix type: part-time/full-time
PM permissions
Simple type: very few
Functional type: very few
Multiple departments: very few
Project type: high
Matrix type: low, medium and high
project manager
Simple type: part-time
Functional type: part-time
Multiple departments: part-time
Project Type: Full-time
Matrix type: full time
Resource availability
Simple type: very few
Functional type: very few
Multiple departments: very few
Project type: high
project budget manager
Simple type: person in charge
Functional type: functional manager
Multi-department: functional manager
Project Type: Project Manager
project manager
Responsibilities
knowledge and skills
communicate
knowledge of the organization
Purpose
priority
Strategy
risk
Individual ability
Technical project management
Strategy and Business Management
leadership
visionary
respect others
service oriented
PMI Talent Triangle
way of exercising power
hard
status
award
cater
expert
soft
personality
lead
refer to
guilt
management style
Emotional intelligence
self-awareness
self-management
self motivation
Recognize others
manage others
100% success = 20% IQ 80% EQ
interested parties
project manager
project team
initiator, leader
supplier customer
Perform integration
process level
integration process
knowledge and people
Unique to project management science
four knowledge
life span
work breakdown
Critical Path
earned value techniques
Integration and complexity
complex definition
complex dimensions
system behavior
Human Behavior
ambiguity
Resource integration perspective 7M
Resource Breakdown Structure (RBS)
manpower
Talent
Material
mechanical
funds
Technology
market
Resource integration model and mechanism
project level
organizational level
Multiple organization levels
Outside the project
type of contract
Fixed price contract (FFP)
Fixed Price Plus Incentive Contract (FPIF)
Total Price Plus Economic Adjustment Contract (FP-EPA)
cost reimbursement contract
Cost Plus Incentive Fee Contract (CPAF)
Performance Plus Incentive Fee Contract (CPIF)
Cost Plus Fixed Fee Contract (CPFF)
Party A’s risk ranges from low to high
project style
five processes
demand oriented
Project business orientation
Content scope benefit orientation
Resource integration efficiency orientation
Business and Market Health Orientation
develop skills
target ability
Professional ability
Employment ability
Social skills
influence ability
transformation ability
control ability
Innovation ability
management mode
Three different management models
independent project
Portfolio
Program
Efficient and effective management-strategic capabilities
project management
Purpose: product realization
Management points: logical management
Program management
Purpose: Capacity building
Management points: logical management
project gold concept
Common goal
Collaborative benefit delivery
Portfolio
Purpose: healthy development
Management Points: Priority
Portfolio
public resources
Priority management
Think of results from process
Project management and programs
Open programs and projects the right way
Portfolio
Develop pursued programs and projects
strategy
mission
company existence value
Vision
Target
concept
Organizational long-term goals
advance plan
It's a positioning
is an intention
Project Based Organization (PBO)
Note on hierarchy
bureaucracy
organizational governance
Project governance
acceptance
process
Role
Function
Decision-making model
Agile methods
Personal and interactive residual processes and tools
Useable software trumps complex documentation
Collaborating with clients is better than negotiating for collaboration
Change accordingly is better than following a plan