RAJESH NAIR PMP NOTES PDF
Abhishek's version of Rajesh Nair PMP Note is now available on PMPZILLA at below links. PMP Exam Tips, Tricks and Lessons Learnt. PMP Notes for PMBOK Required. Abhishek's Version - Rajesh Nair PMP ecogenenergy.info, MB. File PDF icon ecogenenergy.info, KB. File. PMP Notes Rajesh Nair. 42 Pages Junpdf -- Excellent sample PMP tests * Rita 6 Edition PMP Exam ecogenenergy.info -- MUST read (twice or more) 3. The PMP.
|Language:||English, Spanish, Hindi|
|ePub File Size:||26.58 MB|
|PDF File Size:||16.42 MB|
|Distribution:||Free* [*Regsitration Required]|
PMP Notes - Rajesh Nair - Download as Excel Spreadsheet .xls), PDF File .pdf), Text File .txt) or read online. dddd. Abhishek's Version - Rajesh Nair PMP Notes - Download as PDF File .pdf), Text File .txt) or read online. PMP Notes Rajesh Nair notess. Abhishek's Version - Rajesh Nair PMP Notes - Download as PDF File .pdf), Text File .txt) or read online. pmp.
Project Scope Statement 1. Decomposition 1. WBS 2. WBS Dictionary 3. Project Document Updates 10 Verify Scope: The process of formalizing acceptance by customer of the completed project deliverables.
Formal process to verify and obtain stakeholder acceptance of the completed project scope and deliverables. Usually performed after Perform Quality Control.
Verify Scope is all about comparing the Deliverables with the documented Scope to ensure that everything was completed. Verify Scope is typically performed by the PM, the Sponsor, the Customer, and the Functional Managers , and the result is a formal, written acceptance by the appropriate stakeholders. If we don't receive a final sign off from our customer; we have to escalate the issue to our Management.
Characteristics of Verify Scope: Signoff, Review, Inspection, 2. Documenting completed deliverables, and 3. Ensuring that the deliverables conform to the requirements.
Abhishek's Version - Rajesh Nair PMP Notes - NOW AVAILABLE ONLINE
Inspection 1. Accepted deliverables 2. Requirements Documentation It involves a point-by-point review of the Scope and the 2. Change Requests associated Deliverable. Examine the deliverables, Measure 3. Project Document Updates 3. Requirements Traceability Matrix it, Inspect it, and Weigh it. The process of monitoring the status of the project and product scope and managing changes to the scope baseline. Scope Creep will be eliminated. Customer's interests should always be weighed heavily and disputes should be resolved in favor of the customer.
Work Performance Information: Information and data, on the status of the project schedule activities being performed to accomplish the project work, collected as part of the direct and manage project execution processes.
Work not necessarily listed in the WBS and is the lowest level of effort on the project. Work Performance Measurements: If a variance is a Beneficial Variance: Variance Analysis 1.
Work Performance Measurements 2. Requirements Documentation VA can be used to measure differences btwn what was 2.
It is 3. Requirements Traceability Matrix 3. Project Management Plan Updates useful in this process as a way to investigate and understand 4. Project Document Updates 4. OPA 5. OPA Updates. The process of identifying the specific actions to be performed to produce the project deliverables.
Rolling wave planning lets you plan as you go. Projects using Agile methodologies use a form of RWP. Scope Baseline 1. Activity List 1. Decomposition DERT 2. Rolling Wave Planning 2. Activity Attributes 2. Milestone list 3. Templates 4. Expert Judgment 13 Sequence Activities: The process of identifying and documenting relationships among the project activities.
An activity must finish before the successor can start dig hole; plant tree. Start-to-Start SS: An activity must start before the successor can start. Finish-to-Finish FF: An activity must finish before the successor can finish. Start-to-Finish SF: An activity must start before the successor can finish rarely used.
Project Schedule Network Diagrams 1. Milestone List 2. Dependency Determination 4. Project Scope Statement 3. Applying Leads and Lags 5. The process of estimating the type and quantities of material, people, equipment, or supplies required to perform each activity.
Activity list 1. Activity Resource Requirements 1. Alternatives Analysis 2. Bottom-up Estimating 2. Published Estimating Data 3. EEF 4. Project Management Software 5.
Expert Judgment 15 Estimating Activity Duration: The process of approximating the number of work periods needed to complete individual activities with estimted resources. TT2 - Analogous top down: The degree of similarity affects accuracy. This technique should be used early in estimating cycle when there is not much detail known about the activity. It can be applied to a total project or to segments of a project and may be used in conjunction with other estimating methods.
Square footage in construction to calculate an estimate for activity parameters, such as cost, budget, and duration.
The number of labour units required to complete a schedule activity or WBS component. Usually expressed as staff hours, staff days, or staff weeks.
Requirements for effort estimation: Usually expressed as workdays or workweeks. Requirements for Duration estimation: Elapsed Time: Waiting periods. Rules A rule of thumb for which no formula exists. Activity Duration Estimates 1. It may include some indication of the range of possible results. Activity Resource Requirements 3. Parametric Estimating uses statistical relationship 4. Three-point Estimates 4.
Project Document Updates 5. Project Scope Statement 5. Reserve Analysis As more precise information about the project becomes available, the Contingency Reserve may 6. The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule.
It determines the planned start and finish dates for project activities and milestones. TT1 Critical Path Method: Amt of time an activity can slip before it causes delay in proj. Float for activities on CP is 0. Free Float: Proj Float: TT2 Critical Chain Method: The resource-constrained critical path is known as the Critical Chain. The longest sequence of resource-leveled tasks is the critical chain.
It tries to adjust for problems in estimating and managing tasks that result from 1. CCM focuses on managing remaining buffer durations against the remaining durations of task chains. In CCM; buffers are 2 types: Project Buffer Protects the target finish date from slippage along the Critical Chain , and 2.
TT4 Resource Leveling: It can be used when shared or critical required resources are only available at certain times, are only available in limited quantities, or to keep resource usage at a constant level. It can often cause the original critical path to change. A lead can be added to start an activity before completion of the predecessor eg: TT3 Schedule Compression: Crashing involves adding extra resources to reduce proj duration.
Over Time is considered as Crashing. It almost always increases cost. Cheapest task has to be crashed first. Fast-Tracking involves doing critical path activities in parallel. Project Schedule Formats 1. Milestone Charts, 2. Bar 1. Project Schedule Network Diagrams 2. Critical Chain Method 3. Schedule Baseline 3. Activity Resource Requirements 4. Resource Leveling 3. Schedule Data 5. Activity Duration Estimates 5. Applying Leads and Lags 4. Project Document Updates 6.
Project Scope Statement 7. Scheduling Tool 8. EEF 8. Schedule Network Analysis 9. The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline.
Schedule Baseline is updated, whenever the Customer requests a significant change and when original estimates were wrong. Project Schedule 2.
Project Management Plan Updates 4. Resource Leveling 4. Adjusting Leads and Lags 5. OPA Updates 6. What-if Scenario Analysis 7. Project Management Software. For control and mangement communication, the broader, more comprehensive summary activity. Path Convergence: The merging or joining parallel schedule network paths into the same node in a project schedule network diagram. Path convergence is characterized by a schedule activity with more than one predecessor activity.
Path Divergence: Extending or generating parallel schedule network paths from the same node in a project shedule network diagram. Path devergence is characterized by a schedule activity with more than one successor activity.
PMP Notes - Rajesh Nair
Staff Days. Project Management Software 6. Vendor Bid Analysis 9. Project Funding Requirements 3. Earned Value Management Variances and Trends 2. Level of Accurary Rounding of data.
Control Threshold: Most actual project costs do not match the estimates exactly. Variable Costs: Costs that change with the amount of production or the amount of work eg.
Change Requests 4.
Variance Analysis VAC 5. Process Descriptions description of each of the 3 cost mgmt processes are documented. Project Management Plan Updates 5. Project Manager monitor EV. Scope Baseline 3. Each CA is assigned a unique code or account number that links directly to the performing organization's Accounting System. Estimate Activity Resources. Two forms. Create WBS. Once management acknowledges that the BAC is no longer attainable.
Looking for a point where the benefits or revenue to be received from improving quality equals the incremental cost to achieve that quality. Spending begins slowly. Bottom-up Estimating 6.
Order of Magnitude Estimate: OPA 7. Activity Cost Estimates 1. Project Cost Control includes: The Cost Baseline or Performance Measurement baseline describes a detailed budget that shows costs and timelines time phased budget for each work package or activity. Project Schedule 4. Cost Performance Baseline S-Curve see graph above. Direct Costs: Costs that are directly attributable to the work on the proj eg. Define Activities. It is performed after Define Activities..
Project Document Updates Cost Risks 4. Includes Acquisition. The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
Units of Measurement Staff Hours. Contol Thresholds Thresholds are typically expressed as percentage deviations from the baseline plan. Indirect Costs: Costs that cannot be directly traced to the proj and therefore will be accumulated and allocated equitably over multiple projects eg.
Key Deliverables. Control Threshold is expressed as percentage of deviation allowed from the cost performance baseline. Develop Schedule and Estimate Costs. OPA 20 Control Costs: The process of monitoring the status of the project to update the project budget and managing changes to the cost baseline. Project Boundaries.
The Cost Mgmt Plan can establish the following: Doing the same work for less eg. Budget Forecasts 2. Resource Calendars Acquire Project Team 5. Work Performance Measurements 1. The process of developing an approximation of the monetary resources needed to complete project activities. Three-point Estimates 5. To find a less costly way to do the same work. Human Resource Plan 3. Larger projects may be divided into multiple Cost Baselines.
Cost Performance Baseline S. It is performed after Define Scope. Contracts Acceptance Criteria. EEF 5. Cumulative CPI: The rate at which the project performance is meeting cost expectations from the beginning up to a point in time.
Fixed Costs: Costs that donot change as production changes eg. Basis of Estimates 2. Performance Reviews 4. Cost of whole life of the product. Reserve Analysis Contingency Reserves 6. Cost of quality: Cost that is incurred to achieve required quality. If the cumulative CPI falls below the baseline plan. Cost of Quality 8. Parametric Estimating uses statistical relationship 3. Estimate Activity Durations. Historical Relationships Expenditures. Risk Register 4.
The Cost Management Processes and their associated tools and techniques are usually selected during the project life cycle definition. Marginal analysis: Spend time on improvement if it improves revenues or productivity From Quality KA.
Scatter Diagram: Tolerances result is acceptable if it falls within the range set by tolerence for product acceptance. Looking at how much your quality activities will cost. Rule of 7: If 7 or more consecutive data points fall on one side of mean. External Failure Costs. Cost-Benefit Analysis 1. Flow Chart: The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.
Scope Baseline 2. A philosophy that stresses constant process improvement. Inspection is keeping erros out of customer's hands. Everyone in the company is responsible for quality and is able to make a difference in the ultimate quality of the product.
Common Causes are normal process variations and are generally acceptable. Money spent during project to avoid failures is called Cost of Conformance.
TQM shifts the primary quality focus away from the product that is produced and looks instead at the underlying process of how it was produced. Decisions made about quality can have a significant impact on other decisions such as scope.
ISO Ensures Companies document what they do and do what they document. Histogram Column Chart: Mutual Exclusivity: Design of Experiments DOE 6. Control Charts: It is not about inspecting the product for quality or measuring defects Perform QC. Toleranes focus on whether the product is acceptable. Quality Audits Key Tool 1. Six sigma quality strives to make the overwhelming majority of the bell curve fall within customer quality limits.
Stakeholder Register Identify Stakeholders 2. Quality Metrics 2. Process Improvement Plan 6. Change Requests 5. COC Prevention Costs. Deliverables 4. Marginal Analysis: Cost of Quality 2. Proprietary Quality Management Methodologies 5. Phillip Crosby believed quality is "Conformance to requirements". Variable Sampling: As long as your results fall within the control limits. Quality Control Measurements 3. He popularized concept of 'cost of poor quality' and advocated prevention over inspection zero defects.
Cost Performance Baseline 3. Attribute Sampling: A measure of range or how far you are from the mean not the median. Pareto Charts rule: Run Chart: One sigma quality is the lowest quality level. Cost of Quality: Cost of all prevention. Quality Checklists 3. Statistical Sampling: Project Management Plan Updates 6. Genichi Taguchi developed the concept of 'Loss Function'. Statistical Independence: Process Analysis follows the steps outlined in the Process Improvement Plan to identify needed improvements.
Approved Change Requests 5. OPA Updates 8. Change Requests for Procedural Changes 3. Schedule Baseline 4. Special Causes: Quality Metrics Defines how Q will be measured 3. Quality Metrics Defines how Q will be measured 2. Assess the quality. Validated Deliverables 1. Time to do it right. Project Document Updates 7. OPA Updates 2. It may be an important component of Performance Quality Assurance. Project Document Updates 9.
Benchmarking performed. Edwards Deming developed 14 steps to Total Quality Mgmt. Defines the essential elements of effective processes. Validated Changes 2. Normal Distribution: This process makes sure that everything produced meets quality standards.
Process Analysis 2. Prevention is keeping errors out of process.
Quality is "the degree to which a project fulfills requirements. Quality Management Plan 1. It forces a focus on quality.
Six sigma is a quality management philosophy that sets very high standards for quality. This is true even if 7 data points are within control limits. Appraisal Costs. EEF 1. Document processes. Run Chart Historical Pattern 6. Pharmaceutical Industry. Qlty Audit is a structured. Reward and Expert are the most effective forms of power and Punishment is the least effective. Project Staff Assignments list of all team members 1. Project Management Plan 3.
Trade Conferences. Good relationship with boss. Information Seekers. Co-location or War Room 5. Individuals with a desire for Social Power are usually more effective team members. Org Breakdown Structure. Theory X. Hygiene factors Company Policy. HR networking activities include Proactive Correspondance. Perquisites Perks. PMs have some authorty but they arent n charge of the resources on a pro ect.
A pro2ect expediter s somebody who keeps track of status but has no decson-makng authorty on a pro ect at a. A pro2ect coordinator s someone who does pretty much the same thng, but does get to make some of the minor decisions on the project without having to run them by the functional manager.
Coordnators usuay report to somebody who s pretty hgh up n the organzaton, whe expedters are more ke assstants to the functona manager. When youre takng the PMP exam, f you see a queston that mentons a PM, then you shoud assume that the queston s askng about a matrix organi7ation f t doesnt say up front whch knd of organzaton s beng descrbed.
Functona organzatons are usuay panted n a negatve ght because they tend to gve ess authorty to pro ect managers. If a queston on the E;5M doesnt state an organzaton type, assume its referring to a Matrix organization. That means the PM is responsible for making budgets, assigning tasks to resources, and resolving conficts. Product 6ife 4ycle: 4O34EP! D, M5! A Product can spawn across many pro ects over ts fe.
Pro2ect 6ife 4ycle: Feasbty, Pannng, Desgn, Codng, testng, nstaaton, converson, turnover to operatons. Thats good news because these questons are reay easy f you understand the deas behnd the PMP Code of Professona Conduct.
Bri0es arent aways cash. They can be anythng rangng from free trps to tckets to a ba game. Any tme youre ohered anythng to change your opnon or the way you work, you must decne the oher and dscose t to your company. Any resource that can be reused as a useful tool is part of the total methodology of project planning Comparing proposals received from sellers done in the Conduct Procurements. Make payment to seller is done in the Administer Procurements Engineering is primarily responsible for creating design and test specifications.
Control charts are graphic display of the results over a time of a process. They are used to determine if the process is "in control". Pareto chart: Focus on critical issues to improve quality Control chart: Determines whether or not process is stable and within set limits. Histogram: ordered by frequency of occurrence, that shows how many results were generated by type or category of identified cause.
Planning meetings are used to create the Risk Management plan. Approximating number of work periods required to complete individual activities with estimated resources is done in Estimate Activity Duration process. Monte Carlo Analysis: A schedule risk assessment technique that performs a project simulation many times in order to calculate a distribution of likely results The project team, led by the project manager, must write the quality policy for each project.
For an immediate work, a letter contract may be sufficient Performance Measures are done in contract Administration Last step in Administrative closure is Release resources Employee records should be updated by PM when he completes the tasks assigned to him Individual development is the Foundation of Team development Procurement Audit is the only tool and Technique of contract closeout process Procurement Audit is used to identify successes to transfer the success to other procurements Symbols are always used in the communications Solicitation is the process of obtaining quotations , bids , offer, Conflicting priorities in resource assignments — is an issue in the Matrix structure UTL : Upper tolerance limit is the higher of two tolerance limits Functional — FM has more power Projectized — PM has more power Balanced — PM and FM has equal power Crashing is applying more resources to shorten the duration Payment bonds are specifically designed to ensure that the prime contractor provides payment of Subcontractors, laborers, and sellers of material Quality is the process of completing the scope to meet stated or implied needs.
Monte Carlo analysis gives you:An indication of the risk involved in the project A process goes out of control when there are special causes of variation Definite cost are most accurate Sensitivity Analysis are part of Quantitative Analysis Pert is Superior to CPM Payback period ended means Cumulative Revenue and cumulative cost from Starnet became equal Beta Distribution and Triangular distribution are probability distributions used in Risk Analysis The project management team should have a working knowledge of statistical quality control, especially sampling and probability, to help evaluate quality control outputs.
The inherent discount rate or investment yield rate produced by the project over a pre-defined period of time. Cost base line does not include management reserve Arbitration and mediation are Negotiation Techniques Single source seller means — there is only one seller the company wants to do business with Cost Performance baseline is represented as S curve Inspections are NOT called as Assessments Inspections are called as reviews, Audits and walkthroughs Last stage of project closure is project Archives Contract closure occurs before Administrative closure Administrative closure should be carried out at the completion of each phase of the project Measuring Quality of the product against standard is called Benchmarking Preparing the Financial plan requires both project Management and Industry specific Skills Statistical sampling for Inspection is used to reduce the cost of Quality control Naturally motivated to do good work manager trusts team members.
Syndicate More. What type of conflict resolution technique is applied here? The PMP Guru. Task Name. An activity must finish before the successor can start dig hole; plant tree. Money spent during project to avoid failures is called Cost of Conformance.
- TORONTO NOTES 2008 PDF
- HTML TUTORIAL NOTES PDF
- NPTEL PDF NOTES
- ONE MINUTE MILLIONAIRE PDF
- QUICK BOOK NOTES
- NOTES TO MYSELF HUGH PRATHER EBOOK
- MS OFFICE WORD 2007 NOTES PDF
- SPM NOTES PDF
- SHERRILYN KENYON BORN OF NIGHT PDF
- THE TRUE POWER OF WATER PDF
- LA VENDETTA DEL NUMERO NOVE EPUB
- NEUROLOGY IN CLINICAL PRACTICE 6TH EDITION PDF
- SQL PL SQL PROGRAMMING LANGUAGE ORACLE IVAN BAYROSS EBOOK
- THE ADVANCING GUITARIST MICK GOODRICK PDF
- CROSS FIRE JAMES PATTERSON PDF