February 2017

The Formulas You Need to Know for the Test

These are the first 5 formulas you will need to know:

Earned Value Management
———————–
EV = BAC * % complete
EV = PV * % complete (any point during project execution)

EV=BCWP (budgeted cost of work performed)
PV=BCWS (budgeted cost of work scheduled)
AC=ACWP (actual cost of work performed)

SV = EV-PV > 0 is good
SPI = EV/PV > 1 is ahead of schedule

CV = EV-AC > 0 is good
CPI = EV/AC > 1 is under budget

PV = SV/(SPI-1)
AC = CV/(CPI-1)
____________________________________________________________________

EAC = AC+bottom-up ETC : when initial estimates are flawed
EAC = AC+(BAC-EV) : when ETC is predicted to be done at budgeted rate (ATYPICAL)
EAC = BAC/CPI : when ETC is expected at current CPI (typical)
EAC = AC+(BAC-EV)/(SPI*CPI) : at current SPI, CPI

EAC=BAC-CV ?

EAC = AC/%Complete

______________________________________________________________________

ETC = EAC – AC :assuming work goes as per plan
ETC = BAC – EV

VAC = BAC – EAC
%VAC = VAC/BAC * 100

TCPI = (BAC-EV)/(BAC-AC) : accepting BAC value
TCPI = work remaining/funds remaining
TCPI = (BAC-EV)/(EAC-AC) : when BAC is not sufficient and EAC is calculated
TCPI > 1 is bad

————-
Expected Monitory value: EMV=Impact*Probability
————-
Communication channels = N*(N-1)/2

7% of communication message is contained in words
38% in vocal pitch
55% in body language
Albert Mehrabian’s book “Silent Message”

————-
TEAM stages – Tuckman (Jensen) Ladder
forming,storming,forming,performing,adjourning

Future value & Present value
—————————-
FV = PV (1+r)^N : r=rate of interest, N=number of time periods
PV = FV/(1+r)^N
NPV : higher the better
NPV > 0 investment will add value, accept the project

Internal rate of return, IRR : Bigger the better
Benefit Cost Ration, BCR : Bigger the better
Payback period: Lesser the better : This is nothing but Breakeven period
Payback period=Net investment/Avg annual cash flow

————-
Probability distribution
————————
PERT: Normal: (O+M*4+P)/6
Triangular: (O+M+P)/3
SD of activity = (P-O)/6
Variance of activity = [SD]squared
————-
Float/Slack/total slack = LS-ES = LF-EF : =0 for activities on critical path
————-
Cost Of Quality, COQ = EFTW+COPQ = POC+PONC
Essential first time work
Cost of poor quality
Price of Conformance
Price of non-conformance
————-

Depreciation/Straight-line depreciation = Asset cost/Useful life
Double declining balance = 2x((Asset cost – Accumulated depreciation)/Useful life)
————-

Rough Order of Magnitude (ROM) -25% to +75%
Budget Estimate -10% to +25%
DefinitiveEstimates -5% to +10%
————-
Remember, RETURN = Net Income Before Tax (NIBT) *or* Net Income After Tax (NIAT); & ON means ‘/’

Return on Sales, ROS = NI*T/Total Sales
Return on Assets, ROA = NI*T/Total Assets
Retrun on Investment, ROI = NI*T/Total Investment

Working Capital = Current Assets – Current Liabilities

Discounted cashflow = Cashflow * Discount factor
————-

Contract related formulas
————————-
Savings = Target cost – Actual cost
Bonus = Savings*Percentage
Contract cost = Bonus+Fees
Total cost = Actual cost + Contract cost
————-
Point of total assumption
PTA = [(Ceiling Price – Target Price)/Buyer’s Share Ratio] + Target Cost
Cost to buy = Initial cost + [#months * (monthly maintenance costs)] lifecycle cost = total cost + maintenance and support cost for lifetime of product
————-

Normal Distribution
——————-
1 sigma = 68.26%
2 sigma = 95.46%
3 sigma = 99.73%
6 sigma = 99.999%
1 SD = 1 sigma
————-
What Five Strategic Considerations may result in authorization of a project? (MOCkTaiLS – MOCTLS)
Market demand
Organizational need
Customer request
Technological advances
Legal requirements
Social need
————-
EVA = Net Operating Profit After Tax – Cost of Capital (Revenue – Op. Exp – Taxes) – (Investment Capital X % Cost of Capital)
EVA: Economic Value Add Benefit Measurement – Bigger is better

Source Selection = (Weightage X Price) + (Weightage X Quality)

No comments

ROLL IT

Types of PMO:

1. Supportive PMO: As the name suggests they support you, the project manager, with templates, best practices and even training. This type of PMO cannot have much control over how project is managed.

2. Controlling PMO: This type of PMO is a bit more involved with project management.

3. Directive PMO: This type of PMO pretty much manages the project on its own and hence has complete control over how things are done.

6 Constraints of a Project:

Scope, Time, Cost, Risk, Resource, Quality

Three Types of Managers:

1. Functional Manager: A Functional Manager is responsible for a specific function of an organization, such as Finance, Customer Success, Sales, or Human Resources.

2. Operational Manager: Operations are 'ongoing' activities of an organization, and an Operations Manager is responsible for efficiently running Operations.

3. Project Manager: a project manager is responsible for leading the team that is achieving project objectives.

Three fundamental characteristics of an effective project manager are –

1. Knowledge

2. Performance

3. Personal Skills

What is project management?

Project management is the application of knowledge, performance and personal skills of a project manager to achieve project objectives.

Types of Organization:

1. Functional Organization: ...is where functional manager has complete control over the project. Functional manager decides everything - who works on the team, what is the budget, what is the plan, so on. Team members report directly to the functional manager.

2. Weak-matrix Organization: …is still structured around functional organization. Project managers have limited powers, such as chairing project meetings, certain reporting functions - depending on the practices in the organization. (Coordinator will have some powere where as Expediter will have zero power)

3. Balanced-Matrix Organization: ...is the one where management responsibilities are divided almost equally between functional and project manager.

4. Strong-Matrix Organization: A place where project managers feel a bit more comfortable - they control good part of the decisions on the project, including selection of resources and decisions on the budget.

5. Projectized Organization: ...is the one where teams are organized around projects. Project manager takes complete responsibility of the project, its deliverables and the team. Project team reports only to the project manager.

No comments

7 reasons of conflicts on projects

———————————-

schedule
project priorities
human resources
technical opinions and performance trade-offs
administrative procedures
personality conflict
cost and budget

7 Basic Quality Tools (See See See, Husband and Father Playing Soccer)

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Check sheet
Control chart
Cause-and-effect diagram
Histogram
Flow chart
Pareto chart
Scatter diagram

7 Quality Mgmt and Control tools(NP, MAP IT)

Network diagram
PDPC
Matrix diagram
Affinity diagram
Prioritization Metrics
Interrelationship digraphs
Tree diagram

Types of powers of PM:

Legitimate
Reward
Expert
Referent
Coersive/Punishment

Referent. This an example of Referent form of power derived from respect and appreciation. There are several types of power a leader uses namely: Formal authority (legitimate power): ability to influence through the authority to direct, based upon position in the hierarchy of the organizational structure or the perception of official empowerment to issue orders. Reward power: ability to influence based upon direct or indirect control over positive consequences, one desires to gain such as raises in compensation, bonuses, promotions, choice assignments, or other perks. Penalty (coercive) power: ability to influence based upon direct or indirect control over negative consequences, one desires to avoid such as the lack of raises in compensation, bonuses, promotions, choice assignments, or other perks. Expert power: ability to influence based upon expertise or special knowledge considered important to the work at hand. Referent power: ability to influence based upon respect, loyalty, admiration, affection, or a desire to gain approval.
————-

Motivational theories

Hertzbergs highgyene-motivation
Maslow’s hierarchy of needs
McGregor Theory X, Y; / Z(assurance of permanent job position)
McClelland’s Need Theory
Victor Vroom Expectance theory
Peter Principle=Halo effect
Range of variance on a budgetary estimate can be from -10% to +25%.

Paul Hersey/Ken Blanchard Situation continuum/leadership

Change leadership style based on maturity of subbordinates/team.
S1: Telling; S2: Selling; S3: Participating; S4: Delegating;

System testing vs integration testing

Type II error – beta risk
ACTIVITY ON ARROW/arrow diagramming method

McKinsey’s 7S’s – Robert H. Waterman, Jr. and Tom Peters

Hard Elements
Strategy
Structure
Systems

Soft Elements
Shared Values
Skills
Style
Staff

Conflict management style

————————-

withdraw/avoid
compromise
smoother/accommodate
collaborating
confront/problem solving
force

Collaborating: win/win;
Compromising: win some/lose some; >> lose/lose
Accommodating: lose/win;
Competing: win/lose;
Avoiding: no winners/no losers

Test of Normality
Paired Comparison Analysis
opm3
management by objective
capability maturity model
tqm
Merrill and Reid in their employee motivation theory?
Personality traits: driver, expressive, amiable, and analytical.

Joseph Juran: applied the Pareto principle to quality issues

“Juran’s Trilogy”: quality planning, quality control, and quality improvement. “Juran’s Trilogy”: quality planning, quality control, and quality improvement.W. Edwards Deming

PDCA – along with Shewart

Philips Crosby – DIRFT (4 principles)
The definition of quality is conformance to requirements (requirements meaning both the product and the customer’s requirements)
The system of quality is prevention
The performance standard is zero defects (relative to requirements)
The measurement of quality is the price of nonconformance

Vilfredo Federico Damaso Pareto

80-20 principle
Kaoru Ishikawa
root-cause diagram: fishbone
KJ Diagram ()
William Ouchi (jap)
Theory Z, permament job offer
Genichi Taguchi
Design of experiments
F.C. Moore
“Delegation means assigning work to the others and giving them authority to do so”

Overlapping relationship
Sequential relationship
Multi-phase relationship
Iterative relationship
Predictive/plan-driven
Iterative and Incremental
Adaptive/Agile

NPV is defined as: The difference between the present value of cash inflows and the present value of cash outflows.

code of ethics: Respect, Responsibility, Honesty, Fairness >>>> Aspirational and Mandatory

Direct, indirect, fixed, variable costs

No comments

PROJECT INTEGRATION MANAGEMENT



INITIATING	Develop Project Charter
	INPUT	T&T	OUTPUT
	a. Project Statement of work b. Business Case c. Agreements d. EEF & OPA	Expert Judgment Facilitation Technique	Project Charter

PLANNING	Develop Project Management Plan
	INPUT	T&T	OUTPUT
	a. Project Charter b. Output from other process c. EEF & OPA	Expert Judgment Facilitation Technique	Project Management Plan

EXECUTION	Direct & Manage Project Work
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Approved Change Requests c. EEF & OPA	Expert Judgment Project Management information System	Change Requests Deliverables Work Performance Data Project Management Plan Update Project Document Update

M&C	Monitor and Control Project Work
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Work Performance Information c. Schedule forecasts d. Cost Forecasts e. Validated Changes f. EEF & OPA	Expert Judgment Analytical Techniques Meetings Project Management information System	Change Request Work Performance Reports Project Management Plan Update Project Document Update

M&C	Perform Integrated Change Control
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Work Performance Reports c. Change Requests d. EEF & OPA	Expert Judgment Meeting Change Control Tools	Approved Change Request Change Log Project Management Plan Update Project Document Update

CLOSING	Close Project or Phase
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Accepted Deliverables c. OPA	Expert Judgment Meeting Analytical Techniques	Final Product, Service or Result Transition OPA Update

	PROJECT SCOPE MANAGEMENT
	PROJECT SCOPE MANAGEMENT
PLANNING	Plan Scope Management
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Project Charter c. EEF & OPA	Expert Judgment Meeting	Scope Management Plan Requirement Management Plan

PLANNING	Collect Requirements
	INPUT	T&T	OUTPUT
	a. Stakeholder Management Plan b. Scope Management Plan c. Requirement Management Plan d. Stakeholder Register e. Project Charter	Interviews Focus Groups Facilitated Workshop Group Creativity Techniques Group Decision making Tech Questionair and Surveys Observations Prototypes Benchmarking Context Diagram Document Analysis	Requirement Document Requirement Traceability Matrix

PLANNING	Define Scope
	INPUT	T&T	OUTPUT
	a. Scope Management Plan b. Requirement Document c. Project Charter d. OPA	Expert Judgment Product Analysis Alternative generations Facilitated workshop	Project Scope Statement Project Document Update

PLANNING	Create WBS
	INPUT	T&T	OUTPUT
	a. Scope Management Plan b. Requirement Document c. Project Scope Statementd. EEF&OPA	Decomposition Expert Judgment	Scope Baseline Project Document Update

M&C	Validate Scope
	INPUT	T&T	OUTPUT
	a. Requirement Management Plan b. Requirement Document c. Requirement Traceability Matrix d. Verified Deliverables e. Work Performance Data	Inspections	Accepted Deliverables Change Requests Work Performance Information Project Document Update

M&C	Control Scope
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Requirement Document c. Requirement Traceability Matrix d. Work Performance Data e. OPA	Variance Analysis	Change Requests Work Performance Information Project Document Update Project Management Plan Update OPA Updated

	PROJECT TIME MANAGEMENT
	PROJECT TIME MANAGEMENT
PLANNING	Plan Schedule Management
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Project Charter c. EEF & OPA	Expert Judgment Meeting Analytical Techniques	Schedule Management Plan Requirement Management Plan

PLANNING	Define Activities
	INPUT	T&T	OUTPUT
	a. Scope Baseline b. Schedule Management Plan b. EEF & OPA	Decomposition Rolling Wave Planning Expert Judgment	Activity List Milestones Activity Attributes

PLANNING	Sequence Activities
	INPUT	T&T	OUTPUT
	b. Schedule Management Plan b. Activity List c. Activity Attribute d. Milestone List e. Project Scope Statementb. EEF & OPA	Precedence Diagramming Method Dependency Determination Leads and Lags	Project Schedule Network Diagram Project Document Update

PLANNING	Estimate Activity Resources
	INPUT	T&T	OUTPUT
	b.Schedule Management Plan b. Activity List c. Activity Attribute d. Activity Cost Estimate e. Risk Register f. Resource Calendar b. EEF & OPA	Decomposition Rolling Wave Planning Expert Judgment	Activity Resource Requirement Resource Breakdown Structure Project Document Update

PLANNING	Estimate Activity Duration
	INPUT	T&T	OUTPUT
	a. Schedule Management Plan b. Activity List c. Activity Attribute d. Resource Calendar e. Resource Breakdown structure f. Project Scope Statement g. Risk Register h. EEF & OPA	Analogous Estimation Parametric Estimation Three point Estimation Reserve Analysis Expert Judgment Group Decision making technique	Activity Duration Estimate Project Document Update

PLANNING	Develop Schedule
	INPUT	T&T	OUTPUT
	a. Schedule Management Plan b. Activity List c. Activity Attribute d. Project Schedule Network Diagram e. Resource Breakdown structure f. Project Scope Statement g. Activity Resource Requirement h. Resource Calendar i. Activity Duration Estimate j. Project Staff Assignments k. Risk Register l. EEF & OPA	Schedule Network Analysis Critical path method Critical chain method Schedule compression Scheduling Tool Resource Optimization Techniques Modeling Techniques Leads and lags	Schedule Baseline Project Schedule Schedule Data Project Calendar
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M&C	Control Schedule
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Project Schedule c. Schedule Data d. Project Calendar e. Work Performance Data f. OPA	Performance Reviews Resource Optimization techniques Modeling Techniques Schedule Compression Leads and Lags Scheduling Tool Project Management Software	Work Performance information Schedule Forecasts Change Requests OPA updates Project Document Update Project Management Plan

	PROJECT COST MANAGEMENT
	PROJECT COST MANAGEMENT
PLANNING	Plan Cost Management
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Project Charter c. EEF & OPA	Expert Judgment Meeting Analytical Techniques	Cost Management Plan

PLANNING	Estimate Costs
	INPUT	T&T	OUTPUT
	a. Cost Management Plan b. Human Resource Management Plan c. Scope baseline d. Project Schedule e. Risk Register f. EEF & OPA	Expert Judgment Analogous Estimation Parametric Estimation Bottom-up Estimation Three-point Estimation Reserve Analysis Cost of Quality Vendor bid analysis Project Management Software Group Decision making techniques	Activity Cost Estimate Basis of Estimate Project Document Update

PLANNING	Determine Budget
	INPUT	T&T	OUTPUT
	a. Cost Management Plan b. Activity Cost Estimate c. Scope baseline d. Project Schedule e. Risk Register f. Basis of Estimates g. Resource Calendar h. Agreements i. OPA	Cost Aggregation Reserve Analysis Expert Judgment Historical Relationships	Cost baseline Project Funding Requirements Project Document Update

PLANNING	Control Cost
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Project funding requirements c. Work performance data d. OPA	Earned Value Management Forecasting To-Complete performance Index Performance Reviews Performance Management Software Reserve Analysis	Work Performance information Cost Forecasts Change Requests OPA updates Project Document Update Project Management Plan

	PROJECT QUALITY MANAGEMENT
	PROJECT QUALITY MANAGEMENT
PLANNING	Plan Quality Management
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Stakeholder Register c. Risk Register d. Requirement Documents e. EEF & OPA	Cost benefit analysis Cost of Quality Seven basic quality tools Benchmarking Design of experiments Statistical sampling Additional quality mgmt tool Meetings	Quality Management Plan Quality Metrics Quality Checklist Process Improvement Plan Project Document Update

PLANNING	Perform Quality Assurance
	INPUT	T&T	OUTPUT
	a. Quality Management Plan b. Process Improvement Plan c. Quality Metrics d. Quality Control Measurements e. Project Documents f. EEF & OPA	Quality Audits Process Analysis Quality Management & Control tools	Change Requests OPA updates Project Document Update Project Management Plan

PLANNING	Control Quality
	INPUT	T&T	OUTPUT
	a. Quality Management Plan c. Quality Metrics d. Quality Checklist e. Approved Change Requests f. Deliverables e. Project Documents f. Work performance Data f. OPA	Statistical Sampling Inspection Approved Change requests Review Seven basic Quality Tools	Quality control measurements Validated changes Verified deliverables Work performance information Change requests Project management plan updates Project documents updates OPA updates

	PROJECT HUMAN RESOURCE MANAGEMENT
	PROJECT HUMAN RESOURCE MANAGEMENT
PLANNIN G	Plan Human Resource Management
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Activity Resource Requirement c. EEF & OPA	Organization Charts and Pospition description Networking Organization Theory Expert Judgment Meetings	Human resource management plan

EXECUTING	Aquire Project Team
	INPUT	T&T	OUTPUT
	a. Human resource management plan b. EEF & OPA	Pre-assignment Negotiation Acquisition Virtual Teams Multi-criteria decision Analysis	Project staff assignments Resource calendars Project management plan updates

EXECUTING	Develop Project Team
	INPUT	T&T	OUTPUT
	a. Human resource management plan b. Project staff assignments c. Resource calendars	Interpersonal Skills Training Team-building activities Ground rules Co-location Recognition and Rewards Personnel assessment Tools	Team performance assessments EEF updates

EXECUTING	Manage Project Team
	INPUT	T&T	OUTPUT
	a. Human resource management plan b. Project staff assignments c. Team performance assessments d. Issue log e. Work performance reports f. OPA	Observation and conversation Project Performance appraisals Conflict Management Interpersonal Skills	Change requests Project management plan updates Project documents updates EEF & OPA Updates

	PROJECT COMMUNICATION MANAGEMENT
	PROJECT COMMUNICATION MANAGEMENT
PLANNING	Plan Communication Management
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Stakeholder Register c. EEF & OPA	Communication Requirement Analysis Communication Technology Communication Methods Communication Models Meetings	Communication management plan

PLANNING	Manage Communication
	INPUT	T&T	OUTPUT
	a. Communication Management Plan b. Work Performance Repots c. EEF & OPA	Information Management System Communication Technology Communication Methods Communication Models Meetings	Project Communication Project management plan updates Project documents updates

M&C	Control Communication
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Project Communications c. Issue Log d. Work Performance Data c.OPA	Information Management System Expert Judgment Meetings	Work Performance Information Change Requests Project management plan updates Project documents updates OPA Update

	PROJECT RISK MANAGEMENT
	PROJECT RISK MANAGEMENT
PLANNING	Plan Risk Management
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Stakeholder Register c. Project Charter d. EEF & OPA	Analytical Techniques Expert Judgment Meetings	Communication management plan

PLANNING	Identify Risks
	INPUT	T&T	OUTPUT
	a. Risk Management Plan b. Cost Management Plan c. Schedule Management Plan d. Quality Management Plan e. Human Resource Management Plan f. Scope baseline g. Activity Cost Estimate f. Activity Duration Estimate i. Stakeholder Register j. Procurement Documents k. Project Documents l. EEF & OPA	Documentation Review Information gathering techniques Checklist Analysis Assumption Analysis Diagramming techniques SWOT analysis Expert Judgment	Risk Register

PLANNING	Perform Qualitative Risk Analysis
	INPUT	T&T	OUTPUT
	a. Risk Management Plan b. Risk Register c. Scope Baseline d. EEF & OPA	Risk Probability and Impact assessment Probability and impact matrix Risk data quality assessment Risk categorization Risk urgency assessment Expert Judgment	Project documents updates

PLANNING	Perform Quantitative Risk Analysis
	INPUT	T&T	OUTPUT
	a. Risk Management Plan b. Cost Management Plan c. Schedule Management Plan d. Risk Register d. EEF & OPA	Data gathering and representation techniques Quantitative risk analysis and modeling techniques Expert Judgment	Project documents updates

PLANNING	Perform Risk Responses
	INPUT	T&T	OUTPUT
	a. Risk Management Plan d. Risk Register d. EEF & OPA	Strategy for negative risks or threats Strategy for positive risks or opportunities Contingent response strategies Expert Judgment	Project management plan updates Project documents updates

M&C	Control Risk
	INPUT	T&T	OUTPUT
	a. Risk Management Plan d. Risk Register c. Work Performance data d. Work Performance reports d. EEF & OPA	Risk Assessments Risk Audits Variance and Trend Analysis Technical performance Measurements Reserve Analysis meetings	Project management plan updates Project documents updates

	PROJECT PROCUREMENT MANAGEMENT
	PROJECT PROCUREMENT MANAGEMENT
PLANNING	Plan Procurement Management
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Stakeholder Register c. Requirement Document d. Activity resource requirement e. Project Schedule f. Activity Cost Estimate g. Risk register h. EEF & OPA	Make or buy analysis Expert Judgment Market research Meetings	Procurement management plan Procurement Statement of Work Procurement document Source Selection Criteria Make or buy decision Change Requests Project Document updates

EXECUTING	Conduct Procurement
	INPUT	T&T	OUTPUT
	a. Procurement Management Plan b. Procurement Document. c. Source Selection criteria d. Seller Proposal e. Project Documents f. Make or Buy Decision g. Procurement Statement of work h. OPA	Bidder Conference Proposal evaluation techniques Independent Estimates Expert Judgment Advertising Procurement Negotiations Analytical techniques	Selected Sellers Agreements Resource Calendars Change Requests Project management plan updates Project documents updates

M&C	Control Procurement
	INPUT	T&T	OUTPUT
	a. Procurement Management Plan b. Procurement Document. c. Agreements d. Approved Change requests e. Work Performance data f. Work Performance Information g. OPA	Contract Change Control System Procurement Performance Reviews Inspections and Audits Performance Reporting Payment Systems Claims administration Records Management System	Work Performance Information’s Change Requests Project management plan updates Project documents updates OPA Updates

CLOSING	Close Procurement
	INPUT	T&T	OUTPUT
	a. Procurement Management Plan b. Procurement Document.	Records Management System Procurement negotiations	Closed Procurements OPA Updates

	PROJECT STAKEHOLDER MANAGEMENT
	PROJECT STAKEHOLDER MANAGEMENT
PLANNING	Plan Stakeholder Management
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Stakeholder Register c. EEF & OPA	Expert Judgment Analytical Techniques Meetings	Stakeholder management plan

EXECUTING	Manage Stakeholder Engagement
	INPUT	T&T	OUTPUT
	a. Stakeholder Management Plan b. Communications Management Plan c. Change Log d. EEF & OPA	Communication Methods Interpersonal Skills Management Skills	Issue Log Change Requests Project management plan updates Project documents updates OPA Updates

M&C	Control Stakeholder Engagement
	INPUT	T&T	OUTPUT
	a. Project Management Plan b. Issue Log c. Work Performance Data d. Project Document	Information Management System Expert Judgment Meetings	Work Performance Information Change Request Project management plan updates Project documents updates OPA Updates

No comments

The Formulas You Need to Know for the Test

ROLL IT

Types of PMO:

Types of Organization:

7 reasons of conflicts on projects

7 Basic Quality Tools (See See See, Husband and Father Playing Soccer)

7 Quality Mgmt and Control tools(NP, MAP IT)

Types of powers of PM:

Motivational theories

Conflict management style

Joseph Juran: applied the Pareto principle to quality issues

“Juran’s Trilogy”: quality planning, quality control, and quality improvement. “Juran’s Trilogy”: quality planning, quality control, and quality improvement.W. Edwards Deming

Vilfredo Federico Damaso Pareto

NPV is defined as: The difference between the present value of cash inflows and the present value of cash outflows.

code of ethics: Respect, Responsibility, Honesty, Fairness >>>> Aspirational and Mandatory

Direct, indirect, fixed, variable costs

PROJECT INTEGRATION MANAGEMENT

Gyanesh

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