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PMP Preparation
Notes and Terms

This document includes a detailed outline of the essential notes and components
of project management. Notes are based on the Project Management
Institutes Body of Knowledge and my personal experience as a professional
project manager. Also included are practice problems and exercises.





2011
Bill Lewis
BLT
7/8/2011
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Table of Contents
Project Management Flow Charts and Guides ................................................................................................................................. 3
Project Management Steps or Checklist .......................................................................................................................................... 4
Project Management Essentials ....................................................................................................................................................... 5
Section 2 Introduction ................................................................................................................................................................. 5
Section 3 Project Life Cycle and Organization ........................................................................................................................... 5
Section 4 Project Processes and Definitions ............................................................................................................................... 6
Section 5 Managing Scope .......................................................................................................................................................... 7
Section 6 Managing Time ............................................................................................................................................................ 8
Section 7 Managing Cost .......................................................................................................................................................... 10
Section 8 Managing Quality ...................................................................................................................................................... 11
Section 9 Managing the Project Team ...................................................................................................................................... 12
Section 10 Managing Communications ..................................................................................................................................... 13
Section 11 Managing Risk ......................................................................................................................................................... 14
Section 12 Managing Procurement ........................................................................................................................................... 15
Select Sellers Tools & Techniques ............................................................................................................................................ 15
References .................................................................................................................................................................................... 16
Time Management Practice Problems ......................................................................................................................................... 17
Determining the critical path and float or slack .......................................................................................................................... 18
Project Management Knowledge Sheet ........................................................................................................................................ 19
Project Management Tools and Techniques ................................................................................................................................ 21
Project Management Terms ......................................................................................................................................................... 22
The Lewis PMP Study Plan 4 to 8 weeks .................................................................................................................................. 24




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Project Management Flow Charts and Guides

This flowchart is a high-level process map of the basic steps followed in most projects. The detail and level of effort for each
step is of course dependent on the project. The two most important elements of project management are planning and
monitoring & control. Effort in these two areas cannot be over-emphasized. Attention to detail, a good communications
plan, sponsorship that outwardly supports your efforts and a solid project team can make project management seem like
just getting things done.







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Project Management Steps or Checklist


Section 1 - The Checklist

The project management checklist is a series of logical questions and activities listed in approximate chronological order.
These are the critical tasks that should be considered in every project. The levels of detail for each task and the steps
required to execute each will be achieved through practice and using professional project management practices. The
sections that follow this list are definitions and explanations of the key knowledge areas in project management. A basic
understanding of the terms and practices are essential to successfully managing a project.

1. New Project? Is there a valid reason for the project? Does it have a sponsor or champion? Am I authorized to begin
work? If yes, start project managing.

Begin Project Planning

2. Research the new project. Check records or lessons learned for like projects. What are the basic requirements?
3. Create or get the Project Charter, Statement of Work and the Business Case. Read and investigate all three.
4. Identify all the project stakeholders or audience. Create a stakeholder register to track and manage stakeholders.
5. Finalize the scope statement and begin listing your project activities and creating the work breakdown structure.

6. Conduct a make or buy analysis if required. Begin procurement activities if required.
7. Finalize the work breakdown structure and have it reviewed by the project team.
8. Have the scope statement and WBS reviewed by the project sponsor or key stakeholders.
9. Begin identifying and selecting / requesting resources.
10. Create your project organizational chart.

11. Begin estimating duration for activities and creating a network diagram.
12. Conduct a risk analysis session. Identify and assign impact & probability to risks. Select responses for top risks.
13. Understand your change control system or create one for your project.
14. Begin determining cost for your project; include indirect and direct cost. Create a ROM (ballpark) estimate.

15. Begin creating your project plan. Communications plan first, then risk, quality and procurement.
16. Create a resource accountability matrix or a RACI matrix for your human resources.
17. Complete your network diagram; determine the critical path for your project.
18. Complete the project plan and definitive cost estimates to a level of -10 to +25% accuracy.

Begin Project Work Project Execution

19. Plan and conduct your project kickoff meeting. Make sure the project sponsor attends.
20. Begin your project work. Follow your project plans and processes.
21. Update all project plans and documents as required.

Monitor and Control Your Project

22. Begin monitoring cost, quality, risk and schedule using earned value management and quality or risk tools.
23. Begin executing your communications plan with reporting and updating stakeholders.
24. Begin documenting lessons learned. All team members should contribute to lessons learned.
25. Draft team member performance reports as required.

Close Your Project

26. Verify scope and gain customer acceptance and sign off.
27. Close all procurement activities as required.
28. Conduct final project review and after-action session.
29. Complete lessons learned, celebrate, submit or deliver recognition, and release project team.
30. Close project.


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Project Management Essentials

Section 2 Introduction

Projects are temporary, unique and have a definite end date versus operations which are ongoing and repetitive.

Project management The ability to meet project requirements by using various knowledge, skills, tools and techniques to
accomplish project work.

Project Constraints The traditional three are Cost, Time and Scope. Also consider Quality, Risk and Customer Satisfaction.

Program A group of related projects managed in a coordinated way to obtain benefits and control not available from
managing them individually.

Portfolio A collection of projects, programs and other work grouped together to facilitate effective management to meet
strategic objectives. Projects or programs in a portfolio may be related or be independent.

PMO Project Management Office, Project Office, Program Office Centralize and coordinate the management of projects;
oversee or administer project, program or both.

Expeditor Staff assistant and communication coordinator. No Power to make decisions. Usually in a matrix organization.

Coordinator Some authority and power; reports to higher-level manager. Usually in a matrix organization.

Progressive Elaboration - Progressive means proceeding in steps, continuing steadily by increments, while elaboration
means worked out with care and detail, developed thoroughly.

Section 3 Project Life Cycle and Organization

Project life cycle - Organizations performing projects will usually divide each project into several project phases to improve
management control. Collectively, the project phases are known as the project life cycle. Usually they are sequential.
These are unique to the industries.

Project Life Cycle defines what technical work is done; when the deliverables are to be generated; how they are reviewed,
verified & validated; who is involved and how to control and approve each phase.

Project Phase - Each project phase is marked by completion of one or more deliverables. A deliverable is a tangible,
verifiable work product. The conclusion of a project phase is generally marked by completion and review of both key
deliverables and project performance to date. Phases are used to determine if the project should continue into its next
phase, and to detect and correct errors cost effectively. These phase-end reviews are often called phase exits, stage gates,
or kill points. The practice of overlapping phases is often called fast tracking.

Project Phases have the following common characteristics:

Cost and staffing - Levels are low at the start, higher towards the middle, and drop rapidly as the project draws to a
conclusion.
Completion - The probability of successful completion generally gets progressively higher as the project continues.
Stakeholder Influence Is highest at the start and gets progressively lower as the project continues.
Risk Uncertainty and, hence, risk of failing is high at the beginning and gets progressively less/better as project continues.


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Organizational Structure Influence on Projects


Functional Weak Matrix Balanced Matrix Strong Matrix Projectized
PM authority
Little or None Limited Low to Moderate Moderate to High High to Total
Resource Availability
Little or None Limited Low to Moderate Moderate to High High to Total
Project Budget
Functional Manager Functional Manager Mixed PM PM
PM Role
Part Time Part Time
(Expeditor/coor
dinator)
Full Time Full Time Full Time
Project Staff
Part Time Part Time Part Time Full Time Full Time
Grouped by
Area of
specialization
mix Organized by
project
Communication
Request to
departmental
head, then to
other dept. and
back
Team member to two
bosses
Within project
Unique
Silos Two bosses No home

Functional one clear superior, staff grouped by specialization. The scope of projects is usually limited to boundaries of the
function. Any communication with other functions is done through function leaders.
Projectized- team members are collocated; most of the employees are on projects, Project Manager has a great deal of
independence and authority.
Matrix organization has a blend of functional and projectized characteristics:
Weak maintains many characteristics of the functional organization and the PM role is more of a coordinator or
expediter.
Strong maintains many characteristics of the projectized organization. Can have full time PM with full authority and
a full time staff.
Balanced recognizes PM, but does not give full authority over projects.

PMO The Project Management Office may range from an advisory role or to recommendations of specific policies and
procedures to a formal grant of authority from executive management. PM may report to PMO if it exists.

Section 4 Project Processes and Definitions

Project Management Process Groups according to the Project Management Institute (PMI), they are Initiating, Planning,
Execution, Monitoring & Controlling, and Closing. Another way to group projects is Conceive, Define, Start, Perform,
and Close.
Project Charter the charter is primarily concerned with authorizing the project or phase. It links a project to the ongoing
work of the organization. Approval and funding are handled external to the project boundaries.

Scope Statement contains project and deliverables requirements, product requirements, boundaries of the project, methods
of acceptance and high-level scope control. In a multi-phase project, the process validates the project scope for each
phase.

Rolling Wave Planning progressive detailing of the project management plan is called rolling wave planning, indicating
planning is an interactive and ongoing process. Creates detailed plans for near term activities, less detailed plans for mid
range activities and very general plans for long term activities.

Reasons to start projects Problems, market demands, opportunity, business requirements, customer request, technological
advance, legal requirement, social need.

Project Charter The project charter authorizes a project and gives project manager authority. It is issued by an initiator or
sponsor external to the project organization that has the authority to provide funds. The charter is broad enough that it
does not have to change as the project changes.
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Project Charter Contains: requirements, wants and expectations; business needs; project purpose or justification; assigned
PM and authority level; stakeholder influences; functional organization participation; assumptions & constraints;
business case and return on investment data and a budget summary.
Project Selection Methods
Benefit Measurement Methods (Comparative Approach) include scoring models, benefit contributions, murder board (panel of
people who try to shoot down a new project idea), and a peer review.
Economic Models include benefit cost ratio, cash flow, internal return rate, present value (PV) and net present value (NPV),
opportunity cost, discounted cash flow, and return on investment.

Project Management Plan It defines how the project is executed, monitored and controlled, and closed. The project
management plan can be either summary level or detailed and can be composed of one or more subsidiary plans and other
components. It contains the following management plans:
1. Scope 2.Schedule 3.Cost 4.Quality 5.Risk 6.Communication 7.Procurement 8.Schedule Baseline 9.Process
Improvement Plan 10.Staffing 11.Milestone list 12. Resource Calendar 13.Cost Baseline 14.Quality Baseline 15.Risk
Register 16.Contract 17.Risk Response 18.Change Control

Change Control Board A group of stakeholders responsible for reviewing, approving and rejecting the changes to the
project.
Project Manager has authority to approve some change requests. He is given authority to approve changes in emergency
situations.
Baselines can be established for scope, schedule, cost, quality, resource, or technical performance. Scope baseline includes the
WBS, project scope statement and WBS dictionary. Projects that deviate far from their baselines should have their risk
management process reviewed. Baselines should be changed for all implemented changes. Sometimes, certain
classification of changes gets automatic approval on a project and do not need Change Control Board approval.

Section 5 Managing Scope

Project Scope Management - Processes required defining what work is required and ensuring that the project includes only
that work required to complete the project. It involves managing both product scope and project scope. Scope
management includes the following:

1. Scope definition: a process to prepare a detailed project scope statement based on preliminary project scope statement.
2. Create WBS: a process that enables creation of WBS, also establishes how WBS will be maintained and approved.
3. Scope Verification: how formal verification and acceptance of the completed project deliverables will be obtained.
4. Scope Control: a process to control changes to the project scope. It is directly linked to integrated change control.

Project Scope Statement: describes in detail the projects deliverables and the work required to create those deliverables.
Provides common understanding of the project scope among all stakeholders and describes the projects major objective.
It also provides the scope baseline.

Scope Statement Contains 1.Project Objectives 2.Product Scope Description 3.Project Requirement 4.Project
Boundaries 5.Project Deliverables 6.Product Acceptance Criteria 7.Constraints 8.Assumptions 9.Initial Project
Organization 10.Initial Identified Risks 11.Schedule Milestones 12.Fund Limitations 13.Cost Estimate 14.Project
Configuration Management Requirements 15.Specifications 16.Approval Requirements

Work Breakdown Structure Is subdividing project deliverables into smaller, more manageable components. It is a
deliverable-oriented grouping of project elements that organizes and defines the total scope of the project. It is a
communication tool and it describes what needs to be done and what skills are required. The WBS is created by the team
(helps to get buy-in) and it is used to make certain that all the work is covered. It provides a basis for estimating the
project and helps to organize the work. Its purpose is to include the total project scope of all the work that must be done
to complete the project.


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The 1
st
level should be the project life-cycle (not product). The WBS defines the
projects scope baseline. It includes only work needed to create deliverables. The
WBS is then divided further to get work packages.



WBS is a graphical picture of the hierarchy of the project components
1. If it is not in WBS then it is not part of the project
2. Should exist for all projects
3. Does not show dependencies

Decomposition is the term used to describe breaking down the project work to measurable and manageable levels. Level 1
would be the highest level, level two a subset of level 1, level 3 a subset of level 2, and so on. WBS is a tool to do
decomposition which is subdividing project work packages into smaller, more manageable components. The heuristic
(rule of thumb) used in project decomposition is the 8/80 hour rule which is that work packages are no smaller than 8
hours and no larger than 80.

Work Package is a deliverable at the lowest level of WBS. Work packages are used for task assignments, cost and schedule
estimates, risk identifications, etc. They are further divided into schedule activities.

WBS Dictionary defines each item in the WBS, includes information such as a number identifier, control account for cost
budgets, Statement of Work (SOW) to be done, person responsible/staff assignments, and schedule milestones. It helps to
reduce Scope Creep, increases understanding and helps control the ongoing work.

Scope Verification verifies that the work done satisfies the scope of the project. It must be done at the end of each phase of
the project lifecycle to verify phase deliverables and in Monitoring & Controlling. A similar activity during closure
process is Product Verification (for completed product) but scope verification (for deliverables/components) happens in
monitoring and control. The review at the end of the project phase is called phase exit, stage gate, or kill point.

Scope Creep is uncontrolled changes during the project. Controlled changes are considered progressive elaboration.

Variance Analysis is project performance measurements used to assess the magnitude of variation. It includes finding the
cause of variation relative to the scope baseline.

Stakeholder Management includes identifying the stakeholders, determining their needs and expectations, then managing and
influencing expectations to ensure project success. Project success depends primarily on customer satisfaction.
Stakeholder management includes identifying all positive and negative stakeholders, determining their requirements and
expectations, communicating with them and managing their influence.

The principal sources of project failure are organizational factors, poorly identified customer needs, inadequate specified
project requirements, and poor planning and control.

Section 6 Managing Time

Project Time Management is the processes required to ensure timely completion of the project.

Time Management in small projects Activity Definition, Sequencing, Resource Estimation, Duration Estimation and Schedule
Development are so tightly linked that they are viewed as a single process.

Activity Definition involves identifying and documenting the work that is planned to be performed. Here work packages are
planned (decomposed) into schedule activities to provide a basis for estimating, scheduling, executing, and monitoring
and controlling the project work.
Activity List (output of activity definition)
Includes all schedule activity that is required as part of the project scope.
It includes the activity identifier and scope of work description for each schedule activity in sufficient detail.

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Activity Sequencing involves identifying and documenting the logical relationship among the schedule activities.

Precedence Diagram Method (Activity on Arrow): Represents improvement to PERT and Critical Path Method by adding
lag relationships to activities. The most common relationships are Finish to Start (Activity A finishes before B starts)
and Start to Start (Activity A and B start near or at the same time). Work is done during activity. Arrow indicates
dependency.

Dependencies:
Mandatory or Hard logic: Often involve physical or technological limitations (based on the nature of work being
done).
Discretionary: May also be called preferred logic, preferential logic, or soft logic. Soft: desirable and customary
(based on experience). Preferential: preferred or mandated by a customer (also, need of the project sponsor).
Defined by PM team. It is documented so that it can be exploited for schedule compression. All above are based on
past experience.
External: Input needed from another project or source

Bottom Up Estimation Estimation is done for lower level items and then aggregated.

More Tools for Estimating Activity Durations
1. Analogous Estimation is using actual duration of previous similar schedule activity. It is at the project level,
generally given to PM from Management or Sponsor; uses historical information and expert judgment and it is a form
of Top Down estimating.

2. Parametric Estimation involves using known data or metrics to determine estimates for activities. For example,
using the known rate of work required per square foot or that it cost x dollars per mile to create an estimate.

3. Three-Point Estimates Program Evaluation and Review Technique (PERT) equals (O + 4M + P)/6 where O is
your Optimistic estimate, M is your Most likely estimate and P is your Pessimistic estimate. Using the formula results
in a weighted average estimate that is more accurate than a simple subjective guess.

4. Reserve Analysis: Contingency reserve (known unknown) is for remaining risk after risk response planning.
Management reserve (unknown unknown) is any extra amount of funds to be set aside to cover unforeseen risks. Cost
baseline will include the contingency reserve and cost budget will include the management reserve. Contingency
reserve is created as a part of contingency plan and used when identified (residual) risk, as a part of an active
acceptance strategy, occurs.

Schedule Network Analysis (Tools for Schedule Development)

1. Critical Path Method Calculates project duration, critical path length, and float. Critical path can have 0 or
negative total float. Uses only one time estimates. Doesnt consider risk as important as cost, so it focuses on
controlling cost and leaving schedule flexible. Uses only PDM (AOA) diagram.
2. Applying calendars: identifying periods when work is allowed. Project calendar (affects all project activities, like
during snowfall season no work can be planned) and Resource calendar (affects a specific resource or category of
resources, like shift timings or planned vacations).
3. Schedule Compression Methods occur after activity duration estimating and before finalizing the schedule.
Include Crashing when you are worried about time and not so much about costs. Fast Track activities that are
usually done in sequence are instead done in parallel. Involves increased risk and rework; it is done on discretionary
dependencies. Project managers may consider fast-tracking tasks on the critical path (float = 0) in order to save time.
Re-estimate should be done by reviewing risks.

Float / Slack is free time inside the critical path. A negative slack on the critical path means that the project is behind
schedule. Free Float amount of time a task can be delayed without delaying the early start of its successor. Total
Float is the amount of time that an activity may be delayed from early start without delaying the project finish date.

Schedule Baseline - The original, approved project schedule; should never be changed without an approved change request.
Any approved change should be documented in writing. The baseline should be created at the beginning of the project
and used during the project to gauge (measure) overall project performance, not just schedule.


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Schedule Change Control System Defines procedures for changing the project schedule and includes the documentation,
tracking systems, and approval levels required for authorizing schedule changes; is part of the Integrated Change Control
Process.
Progress Report 50/50, 20/80, 0/100 An activity is considered X percent complete when it begins and gets credit of the
last 100-X percent only when it is completed.


Section 7 Managing Cost

Cost Estimating - Developing an approximation (estimate) of the costs of the resources needed to complete project activities.
Cost Budgeting Aggregating the estimated costs of individual activities or work packages to complete project activities.
Cost Control - Controlling changes to the project budget and influencing the factors that cause cost variance.

Life Cycle Costing Broader view of Project Cost Management, which includes cost of resources needed to complete
schedule activities along with the effect of cost decisions on using, maintaining & supporting the product, service or result
of the project. Life cycle costing together with value engineering can improve decision making and is used to reduce cost
and execution time.

Earned Value Management The process of using actual cost (AC), planned value (PV), and earned value (EV) to determine
both cost or schedule variances using formulas. Planned Budget (PB), Budget at Completion (BAC), and Estimate at
Completion (EAC) are also used in earned value management. The chart shows all six values and the variances in using
sample data.


ROM Accuracy of project estimate will increase as it progresses. The project at
initial stages can have rough order of magnitude (ROM) in the range of 50 to
+100%, later it will narrow to the range of definite estimate, 10 to +15%.

Cost Management Plan Is the action taken by the project manager to track
project costs and all cost variances. Schedule Variance is earned value minus
planned value. Cost Variance is earned value minus actual cost. Schedule
Performance index is earned value divided by planned value. Cost Performance
index is earned value divided by actual cost.

Cost Estimating Tools

Analogous estimating - Also called top-down estimating, means using the actual cost of a previous, similar project. It is given
by management as an expectation. It is less costly and less precise.
Parametric modeling - Mathematical model to predict project costs, for example, per square foot of living space. It uses a
statistical relationship between historical data and other variables to calculate the cost estimate. It can produce higher
levels of accuracy depending on sophistication, resource quantity and cost data.
Bottom-up estimating - Is adding the cost of individual activities or work packages together to get the estimate for a whole
component. It is more accurate and costly.

Reserve Analysis Contingency Reserves are estimates to be used at the discretion of the project manager to deal with
anticipated, but not certain events, called known unknowns. They are managed as a buffer kept at the end of the
network path for that group of activities. As the schedule progresses, reserve is measured by resource consumption by the
schedule activities. Management reserves are there to manage events called unknown unknowns. Since they are not
distributed as budget to the project, they are not used for calculating earned values metrics.

Cost of QualityEquals the cost of quality initiatives in a project like training, audits, etc. The cost of poor quality includes
warranty cost, rework, and claims.

Cost baseline - The cost baseline is a time-phased budget that will be used to measure and monitor cost performance on the
project. It is shown as an S curve. The difference between maximum funding and the end of the cost baseline is
Management Reserve in the S curve.

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Project tasks completion rules 50-50 rule. 50% is considered planned value as soon as the project starts. The other 50%
isnt charged until project completion. Other methods include 0-100 rule (no credit until completion) and 20-80 rule
(20% at start, the other 80% at completion).

Learning Curve - Mathematically models the intuitive notion that the more times we do something, the faster and perhaps
better we will be able to perform

Types of project costs Variable costs rise directly with the size and scope of the project. Fixed costs do not change; non-
recurring (e.g. project setup costs). Direct costs are incurred directly by a specific project, i.e., project training for the
project team. Indirect costs are part of the overall organization's cost of doing business and are shared by all projects.
These costs are usually computed as a percentage of the direct costs. Other indirect costs include general and
administrative costs which are allocated to the project by the project team as a cost of doing business.

Section 8 Managing Quality

Quality Planningidentifying which quality standards are relevant to the project and determining how to satisfy them.
Although it usually occurs during planning phase, it can occur during execution if there is a change.
Quality Assurance - applying the planned, systematic quality activities to ensure that the project employs all processes needed
to meet requirements (e.g. evaluating overall project performance regularly).
Quality Control - monitoring specific project results to determine whether they comply with relevant quality standards and
identifying ways to eliminate causes of unsatisfactory performance.
Project Quality Management - the processes, procedures and policies required and followed to ensure that the project will
satisfy the needs for which it was undertaken.
Quality - the degree to which a set of inherent characteristics fulfills requirements. Quality is planned, designed and built in.
It is not inspected in.
Gradea category assigned to products or services having the same functional use but different technical characteristics (a
limited number of features). Low Grade is not a problem - low quality (many bugs) is a problem.
Precision consistency is a value of repeated measurements. For example, a tight shot group not in the center of the target is
precise. Accuracy is a measure of correctness or on target. For example, shots all in the bulls eye of the target.
Quality Planning - Key inputs are quality policy, rules, government regulations, procedures, scope statement, etc. The project
scope statement provides information on major project deliverables, project objectives, requirements, thresholds and
acceptance criteria. If thresholds are exceeded it will require action from the project management team. Acceptance
criteria include performance requirements and essential conditions that must be achieved before project deliverables are
accepted. The result of deliverables satisfying all acceptance criteria implies that the needs of the customer have been
met and further formal acceptance during scope verification validates that the acceptance criteria have been satisfied.

Tools of Quality Planning

1. Cost Benefit Analysis
2. Benchmarking - Comparing practices of other projects. Provides a standard to measure performance, but may be time
consuming (e.g. investigating quality standards that other companies are using).
3. Cost of quality Includes all work to ensure conformance to requirements plus the cost of non-conformance to
requirements, such as audits, training and rework. It is total cost incurred in preventing non-conformance to requirements,
appraising the product, etc. It includes prevention costs (training), appraisal costs (inspection/testing), and internal (scrap,
rework)/external (warranty) failure costs.

Tools of Quality Management

Cause and Effect Diagram - also called Fishbone or Ishikawa diagram
(1) Creative way to look at actual causes and potential causes of a problem
(2) Process of constructing the diagram helps stimulate thinking about an issue; helps to organize thoughts; generates
discussion
(3) Used to explore a wide variety of topics

Control Charts help determine whether the project is within pre-established quality limits. It is used for both project and
product life cycle processes such as schedule variance, volume and frequency of scope changes, and errors in documents.

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Flow charts help analyze how problems occur. A flow chart is a diagramming technique that shows how various
elements of a system are interrelated. They include boxes or nodes, arrows indicating flow, and diamonds for decision
points.

Histograms are bar charts showing a distribution of variables. They help identify the cause of problems in a process by
the shape and width of the distribution. Pareto Diagram is a type of histogram in which ordered frequency of occurrence
indicates which item to take corrective on. Used to identify and evaluate non-conformance.

Run charts show the history and pattern of variation. It is a line graph that shows data points plotted in the order in which
they occur (over time). Trend analysis involves using mathematical techniques to forecast future outcomes based on
historical results.

Statistical sampling involves choosing part of a population of interest for inspection. Appropriate sampling can reduce
cost of quality.

Inspections are also called reviews, product reviews, audits, and walkthroughs. It is the examination of a work product to
determine whether it conforms to standards. It is also used to validate defect repairs.

Gold Plating is giving customers extras, performance, or goods beyond the stated scope. It is not recommended.

Six Sigma is a term or value used to indicate levels of quality. Three common levels of sigma are +/-1 which is 68.26%.
+/-2 which is 95%, and +/-3 which is 99.73. 3 sigma represents 2700 defects per million. 6 sigma is a value of
99.99996% and represents a value of 3.4 defects per million.

Section 9 Managing the Project Team

Managing the project team includes selecting or negotiating for team members, developing, and managing team
members. Once team members have been selected, a matrix is used to indicate roles and responsibilities for the
project team. Three basic methods can be used.

1. RAM or Responsibility Assignment Matrix can be created for phases or different areas of responsibility.
2. RACI or (Responsible, Accountable, Consult and Inform) matrix shows who does what and what role they play in
various parts of the project. Are they accountable or responsible; do they need to be consulted with, or just kept
informed.
3. Text oriented may be more detailed. It can include responsibilities, authority, competencies, and qualifications.

Develop Project Team includes observation, training, assigning the right tasks, holding team members accountable,
providing feedback and rewarding performance, all to enhance overall project performance.

Manage Project Team involves tracking team member performance, providing feedback, resolving issues and
coordinating changes to enhance project performance.

Kickoff Meeting is a meeting conducted to officially start a project. Project team and stakeholders should attend. It should
answer the questions: Why am I here? Who are you and what are your expectations of me? What is this team going to
do? How is the team going to do this work? How do I fit into all this?

Components and documents from managing the project team include project organization charts, positions and staff
procedures; ground rules, conflict management techniques and recognitions; procedures for virtual teams, co-location,
training and team building; special skills and competencies of team members discovered.


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Role of the Project Champion or Sponsor
1. During initiation the sponsor provides financial resources, requirements, SOW, information for the project scope
statement, milestones, issues or signs project charter, sets priority between project and triple constraints.
2. The project sponsor acts as a protector for the project.
3. During planning the sponsor may review WBS, supply initial risks, determine reporting needs, provide expert
judgment; approves the project management plan.
4. During project executing and monitoring & control they approve changes to project charter, enforce quality policy,
resolve conflict beyond the project manager, help evaluate tradeoffs between crashing, fast tracking and re-estimating,
clarify scope questions and approve or reject changes.
5. Provide formal acceptance of deliverables (if he is a customer).

Role of team memberteam members do the work. They are involved in determining the WBS, the estimates for time and
resources and project completion. They help develop the project plan and may perform as subject matter experts.
Role of functional manager the functional manager is the individual who manages and owns the resources in a specific
department and directs the technical work. They may also approve the project management plan and the final schedule.
They assign resources and assist with team member performance.
Role of project manageris in charge of the project, but not necessarily of the resources. PM is accountable for project
success and failure and may be a technical expert. They lead and direct the project plan development, determine and
deliver quality level, create the change control system, maintain control over the project, and integrate project components
into a cohesive whole.
Linear Responsibility Chart (LRC) identifies responsibility, assignments by work packages and action required. The LRC
is also referred to as a RAM.
Resource Histogram is often part of the Staffing Management Plan; shows resource usage (e.g., staff hours) per time period
(e.g., week, month) of a specific job function.
Resource Calendar identifies the period when a resource is working throughout the project schedule.
Performance Appraisals/Assessments are performed by the project manager who collects information from the team
members supervisors when project performance appraisals are completed. Team performance assessment is done by the
PM in order to evaluate and improve the effectiveness of the team.

Section 10 Managing Communications

Communication planning includes determining the communication needs of the stakeholders and the team. It outlines what
methods will be used to communicate, when meetings will take place, who will attend, rules for meeting minutes and
distribution of meeting minutes. Expectations for all stakeholders can be established via the communications plan. The
plan may also include reports, their format, how and when they are distributed and to whom.

Communications Model includes the originator of the message, the message or the ideas of the message, the medium or
vehicle used to deliver the message and the recipient. Sender starts by encoding the message. It is then transmitting and
gets decoded by the receiver who provides feedback.

Communications Channels are the numbers of possible two way communication paths between all stakeholders on the
project. Knowing how many channels you have will help you understand the complexity of the communications on the
project. The formula for determining the number of channels is (N(N-1)/2), where N is the number of stakeholders. For
example, if you have 8 stakeholders you would have 28 channels of communications. (8(7)/2) = 28. Adding only 5 more
stakeholders increases the channels to (13(12)/2) or 78 channels.

Types of Communications include formal written which should be the Project Charter, Management Plan, complex problems,
change in contracts, clarifying work packages, requesting resources, a second poor performance notice. The second type
is informal written which includes notes, memos and emails. Formal verbal would include presentations and conducting
bidders conferences. The last type is informal verbal which includes conversations and a first poor performance notice.



14 | P a g e

Section 11 Managing Risk


Project risks are uncertain events or conditions that, if they occur, have a positive or a
negative effect on a project.

A risk has a cause and, if it occurs, a consequence. Risk identification is an iterative
process. The objective is to decrease the probability and impact of negative events,
while increasing the probability of positive risk. Risk management includes six steps.






1. Risk Management Planning is deciding on how to approach, plan and execute risk management activities for a project.
2. Risk Identification is determining which risks can affect the project and documenting their characteristics.
3. Qualitative Risk Analysis is prioritizing risks for subsequent further analysis or action by assessing and combining their
probability of occurrence and impact.
4. Quantitative Risk Analysis is numerically analyzing the effect of identified risks on overall project objectives.
5. Risk Response Planning is developing options and actions to enhance opportunities and reduce threats to project
objectives.
6. Risk Monitoring and Control is tracking identified risks, monitoring residual risks, identifying new risks, executing risk
response plans and evaluating their effectiveness through the project life cycle.

Risk Types include business risk which can be both gains and losses and pure risks which can only represent a loss.

Risk Matrix a matrix created to establish the levels or metrics used to determine impact or consequences and the likelihood
or probability of a risk happening.

Attitude about Risk should be understood and communicated. Communication about risk should be honest and open. Risk
response reflects an organizations perceived balance between risk taking and risk avoidance. Someone who does not
want to take risks is said to be Risk Averse.

Tolerance and Threshold Tolerances are areas of risk that are acceptable or unacceptable. A threshold is the amount of risk
that is acceptable. You use this information to help assign levels of risk on each work package.

Risk Register should include
1. List of identified risks (including root causes and
assumptions)
2. List of potential responses
3. Root Causes of Risks
4. Updated risk categories
5. Relative ranking or priority list of project risks
6. Risks grouped by categories
7. List of risks requiring response in the near term
8. Watch list of low priority risks
9. Probabilistic analysis of the project: typically
expressed as a cumulative distribution, this is
used with stakeholder risk tolerances to permit
quantification of the cost and time contingency
reserves
10. Probability of achieving cost and time objectives
11. Prioritized list of quantified risks
12. Trends in quantitative risk analysis results
13. Identified risks, their descriptions, areas of the
project and how they affect project objectives
14. Risk owners and their responsibilities
15. Agreed upon response strategies
16. Symptoms and warning signs of risk occurrence
17. Budget and schedule activities required to
implement the chosen responses
18. Contingency reserves of time and cost and
triggers
19. Fallback plan
20. Residual and secondary risks

15 | P a g e

Risk Response Planning Techniques include strategies for both negative and positive risks.

Strategies for Negative Risks or Threats
Avoidance includes eliminating the threat posed by an adverse risk. Can be done by changing the project plan or
protecting project objectives from its impact. Also done by relaxing time, cost, scope, and quality or cutting scope.
Mitigation or reducing the expected monetary value (EMV) by reducing probability or impact. Float or slack can be used
to mitigate potential risks. Reduces the probability or impact of an adverse risk. Adopting less complex processes,
conducting more tests, stable supplier.
Transferring risks deflects or shares the risk. It doesnt eliminate a risk, but shifts the negative impact of a threat to a
third party, e.g., insurance, performance bonds, warranties, guarantees, etc.

Strategy for Positive Risks or Opportunities
ExploitAssigning better quality resources to reduce time to complete
ShareAllocating ownership to a third party who has expertise
EnhanceFacilitating or strengthening the cause of the opportunity by targeting its trigger.

Strategy for both positive and negative risks
AcceptanceAccept or retain consequences. There are two types: Active Acceptance (develop a contingency reserve) or
Passive Acceptance (no action).

Workaround is an unplanned response to negative risk events (requires an impact by the risk first). Workaround plans are not
initially planned but are required to deal with emerging risks that were previously unidentified or accepted.
Contingency Plan is planned action to be taken if an identified risk occurs. It is for risks which are accepted.
Contingency Reserve is calculated based on the quantitative analysis of the project and the organizations risk thresholds.
Fall Back Plan is a plan executed when the contingency plan is not effective.

Section 12 Managing Procurement

Procurement Processes Repetition - When the project obtains multiple products and services from outside the performing
organization, the processes from procurement planning through contract closeout would be performed once for each
product or service item.

Contract Subjects covered include responsibilities, authorities, law and terms, technical and management approaches,
financing, schedule, payments and price. Contract negotiations conclude with a document that can be signed by both
buyer and seller, that is, the contract. The final contract can be a revised offer by the seller or counteroffer by the buyer.

Bidder Conferences also called Contractor Conferences, Vendor Conferences and Pre-Bid Conferences. They are meetings
with prospective sellers prior to preparation of a bid or proposal and ensure clear and common understanding of
procurement needs.

Procurement Documents
1. Request For Proposal (RFP) usually Cost Reimbursement
2. Invitation for Bid/Request for Bid (IFB, RFB) One Price or Fixed Price
3. Request for Quotation Price quote per item, usually Time & Materials

Select Sellers Tools & Techniques

1. Weighting SystemAssigning a numeric weight to each criteria; rating and selecting sellers based on total weight
2. Independent EstimatesCalled Should-Cost, prepared by the procuring organization.


16 | P a g e

Contract Administrationensures the seller meets the performance requirements of the contract. Because of legal
considerations many organizations treat contract administration as a separate administrative function from the project
organization. Contract administration includes application of the appropriate project management processes to the
contractual relationships(s) and integration of the outputs from these processes into overall management of the project.
Contract administration also has a financial management component. Payment terms should be defined within the contract and
must involve a specific linkage between seller progress made and seller compensation paid.

Claims Administrationcontested charges (claims, disputes, or appeals) are those where buyer and seller cannot agree. If
both parties do not resolve a claim it is handled according to the resolution procedures established in the contract.
Contract clauses can involve arbitration or litigation and can be invoked prior or after contract closure.

Contract types include Fixed Price, Cost-Reimbursable, Time & Material


References

Cooke, Helen S. and Karen Tate. The McGraw Hill 36-Hour Project Management Course. New York: McGraw-Hill, 2005.
Greer, Michael. The Manager's Pocket Guide to Project Management. Amherst, MA: HRD Press, 1999.
Greer, Michael. The Project Manager's Partner: A Step-by-Step Guide to Project Management. Amherst, MA: HRD Press,
1996.
Phillips, Joseph. CAPM / PMP Project Management Certification Exam Guide. New York: McGraw-Hill, 2007.
Portny, Stanley E. Project Management for Dummies. Hoboken, NJ: Wiley Publishing Inc, 2007.
Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) (4
th
edition).
Newtown Square, PA: Project Management Institute, 2008.
Project Management Institute. Principles of Project Management. Sylva, NC: Project Management Institute, 1997.
Pritchard, Carl. Risk Management. Arlington, VA: ESI International, 2001.
Tobis, Irene and Michael Tobis. Managing Multiple Projects. New York: McGraw-Hill, 2002.
Ward J. Leroy. Project Management Terms. Arlington, VA: ESI International, 2000.
Whitten, Neal. Neal Whittens No-Nonsense Advice for Successful Projects. Vienna, VA: Management Concepts, 2005.
Whitten, Neal. Lets Talk. Vienna, VA: Management Concepts, 2007.



17 | P a g e

Time Management Practice Problems

1. Determine the critical path for the diagram and float for each activity.



2. The critical path is 42 days. A near critical path is 38 days. The other path in the project is 21 days. An
activity in the 21 day path is going to be 10 days late. How does this affect your project?


3. What is the critical path if both paths on the project are 34 days?
4. Determine the critical path for the diagram and float for each activity.





18 | P a g e

5. Complete a forward and backward pass to determine the critical path and float for this network diagram?
Install Cabinets
7d
Float
Stain Cabinets
5d
Float
Install Drywall
4d
Float
Install Bathroom
4d
Float
Install Appliances
1d
Float
Start
Finish


Determining the critical path and float or slack

1. Draw nodes with early start, early finish, late start and late finish data. Insure nodes have names or titles and a
duration value.
2. Complete a forward pass through the network diagram. Start with 0 (zero) and add the duration of the node to
determine the first early finish date. Carry the EF date over to the next node and repeat the process. Use the same
process for all nodes in all paths.
3. Complete a backward path by using the largest value EF (early finish) date as the LF (late finish) date for each path in
the diagram. Subtract the task duration from the LF date to get the LS (late start) date for each node.
4. For merging paths use the following rule. Going forward take the largest value as the ES. Going backward take the
smallest value as the LF
5. To calculate float or slack either subtract the EF from the LF or subtract the ES from the LS. Both result in the float.
Float applies to just one node. It is not cumulative. If float is used then re-calculations must be done.









The Critical Path is Start C D Finish
The Critical Path is 11 units and the longest in the network
The Critical Path has zero float or slack
The other path is the Near Critical Path (it is only 1 unit less)
The Near Critical path is Start A B Finish which is 10
units

19 | P a g e

Project Management Knowledge Sheet

Knowledge
Formula /
Explanation

Notes
Earned Value BAC * %complete

Planned Value PV = % complete of
where project should be

Cost Variance CV = EV - AC

Schedule Variance SV = EV - PV

Cost Performance Index CPI = EV / AC

Schedule Performance Index SPI = EV / PV

Estimate at Completion EAC = AC / %
complete or BAC / CPI

Estimate to Complete ETC = EAC - AC

Budget at Completion Total of all PV

To Complete Performance Index TCPI = (BAC EV) /
(BAC AC)

Probably not needed
for CAPM exam
To Complete Performance Index TCPI = (BAC EV) /
(EAC AC)

Probably not needed
for CAPM exam
Variance at Completion VAC = BAC - EAC

Probably not needed
for CAPM exam
Communications Channels (N (N-1)) / 2

Program Evaluation Review
Technique
(P + 4ml + O) / 6

Developed by the
Navy in the 50s
PERT Standard Deviation (P - 0) / 6

Expected Monetary Value Probability * Impact

May need to subtract
cost from total
Future Value of Money FV = PV(1 + I)
n
Money today is worth
more than money
tomorrow
Net Present Value The greater NPV is the
best project to choose
Six Sigma Values 6S = 99.99 3S = 99.73
2S = 95.46 1S = 68.26


Forward & Backward Pass LS - ES or LF - EF ES Name EF
LS Float LF
Used to calculate float
and determine critical
path
I P E M/C C 2 20 8 10 2 PM Process Groups
& #s
I S T C Q HR Cm R P 6 5 6 3 3 4 5 6 4 PM Knowlwdge
Areas
E R C P R Expert, Reward,
Coercive, Positional,
Referent
PM Power Types
F S N P A Forming, Storming,
Norming, Performing,
Adjourning
Team Building Steps
Maslow Hierarchy of Need Physiological, Safety,
Social, Esteem, Self
Actualization

Herzberg Hygiene and
Motivation

McGregor Theory X and Y X is bad Y is good
McClelland Theory of Needs Achievement,
20 | P a g e

Affiliation, Power,
Ouchi Theory Z Idea of lifetime
employment

Expectancy Theory As long a there is hope
of reward
Vroom
P D CA Plan, Do Check, Act Deming
PS F C S W C Problem Solving, Forcing,
Compromising,
Smoothing, Withdrawing,
Collaboration

Cost of Quality $ to achieve quality, $ for
non-conformance - $ of
re-work

7 Tools of Quality Flowcharts, Run Charts,
Statisical Sampling
Pareto Diagrams,
Histograms, Scatter
Diagrams
Control Charts UCL
and LCL Rule of
Seven
Communications Facts Paralingual = tone and
pitch
Non-verbal = 55% of
communications
Communications is
90% of PM
RACI and RAM Responsible,
Accountable, Consult,
Inform
RAM = Responsibility
Assignment Matrix

WBS, OBS, RBS, RBS Work, Organizational,
Resource and Risk
Breakdown Structure

Positive Risk Responses Avoid, Transfer,
Mitigate, Accept

Negative Risk Responses Exploit, Share,
Enhance, Accept

ROM -50% to +50% Budget Estimate -10%
to +25%
Definitive Budget -5%
to 10%
Definitive is also
Bottom-up estimate


21 | P a g e

Project Management Tools
and Techniques


Expert Judgment
Brainstorming
Cause and Effect Diagram
Run Charts
Control Charts
Pareto Diagrams
Histograms
Scatter Diagrams
Statistical Sampling
Checklists
Interviewing
Delphi Technique
Q-Sorting
Weighted Charts
Focus Groups
Program Evaluation Review Technique
Graphical Evaluation Review Technique
Facilitated Workshops
Criteria Polling
Affinity Diagrams
Records Management Systems
Critical Path Method
Critical Chain Method
Precedence Diagramming Method
Activity on Node
Activity on Arrow
Decomposition
Questionnaires & Surveys
Variance Analysis
Earned Value Management
Expected Monetary Value
Resource Leveling
Analogous Estimating
Parametric Estimating
Bottom up Estimating
Three Point Estimates
PERT Estimates
Monte Carlo Analysis
Progressive Elaboration
Rolling Wave Planning
Work Breakdown Structure
Resource Calendars
Organizational Theories
Reserve Analysis
Organizational Breakdown Structure
RACI Diagram
Resource Assignment Matrix
Risk Breakdown Structure
Crashing
Fast Tracking
Schedule Optimization
Audits
Forecasting
Prototypes
Templates
Negotiation
What if Scenarios
Cost Benefit Analysis
Performance reviews
Change Control Meetings
Vendor Bid Analysis
Co-location
Ground Rules




22 | P a g e

Project Management Terms

Nine bodies of knowledge
Five Process Groups
Projects, Programs, Portfolios
Subprojects and Phases
Projects vs. Operations
Project Characteristics
Progressive Elaboration
Project Statement of Work
Project Charter
Business Case
Feasibility Study
Project Selection Methods
Identifying Stakeholders
Stakeholder Register
Project Management Plan
Collecting Requirements
Group Creativity Techniques
Requirements Traceability Matrix
Project Constrains
Rolling Wave Planning
Scope Statement
Scope Baseline
Work break down Structure
WBS dictionary

Scope Creep
Gold Plating
Standards vs. Regulations
PM areas of expertise
Project Organizations
Functional
Weak, Balanced, Strong
Projectized
Interpersonal Skills
Leadership
Motivation
Negotiations
Communications
Team Building
Influencing
Decision making
Political & Cultural Awareness
Rating and Scoring Systems
Delphi Technique
Weighted Matrix
Q-Sorting
Decision tree

Expert Judgment
Brainstorming
Interviews
Affinity Diagrams
Mind Mapping

Code of Accounts
8/80 rule
Activity List
Milestone
Activity Dependencies
Leads and Lags
Project Resources
Precedence relationships
Hard and Soft Logic
Mandatory vs. Discretionary
Estimating Techniques
Analogous
Parametric
Definitive or bottom up
Three Point Estimate
PERT Estimate
Resource Calendars
Schedule Baseline
Forward & Backward Pass
Critical Path
Near Critical Path
Float or Slack
Schedule Optimization
Crashing
Fast Tracking
Critical Chain Method
Resource Leveling
S-Curve
Reserve Analysis
50/50 rule
Fund Limit Reconciliation
Cost of Quality
Quality Tools
Benchmarking
Flowcharting
Cause and Effect Diagram
Checklists
Scatter Diagram
Pareto Diagram
Histogram
Control Charts
Statistical Sampling
Rule of Seven
Point of Instability UCL / LCL
Communications Plan
Communications Model
Communications Channels
Communication 90% Nonverbal 55%
Risks uncertain events
Business vs. Insurable risks

Risk Management Plan
Risk Matrix
Risk Register
Probability and Impact
Risk breakdown structure
Levels of Uncertainty
Risk Tolerance Levels
Risk Triggers
SWOT analysis
Risk Categories
Risk Process Steps
Plan Risk
Identify Risks
Qualify Risks
Quantify Risks
Determine Risk Response
Monitor & Control Risks
Probability & Impact matrix
Project Risk Ranking
Decision Tree / EMV
Expected Monetary Value
Monte Carlo Analysis
Risk Responses
Avoid, transfer, mitigate, accept
Exploit, share, enhance, accept
Contingency Plans

Contingency reserves
Planning Procurements
Teaming Agreements
Procurement SOW
Make or Buy decisions
Types of Contracts
Time & materials
Fixed Price
Cost Reimbursable
Point of Total assumption
Procurement Documents
IFB,RFP,RFQ,RFI,RFB
Source Selection
Direct and Manage Project
Work Authorization System
Quality Assurance Plan
Quality Audits
Acquire Project Team
Develop Project Team
Manage Project Team
Virtual teams
23 | P a g e

Team Development Stages
Forming, Storming, Norming,
Performing, Adjourning
Performance Appraisals
360 degree feedback
Perform Quality Control
9 Quality Tools
Variance random & Special
Tolerances
Thresholds
Six Sigma
1 sigma 68.26
2 sigma 95.46
3 sigma 99.73
6 sigma 99.99
Pareto Charts 80/20 rule
Attribute & Variable Sampling
Report Performance
Risk Audit
Administrate Procurements
Legal Issues
Conduct Procurement Process
Select Sellers
Bidders Conferences
Independent Estimates
Qualified Sellers List
Procurement Negotiations Steps
Intro, Probe, Admin, Close
Weighted Systems

Monitor and Control Project
Change Control System
Integrated Change Control
Configuration Management
Verify Scope
Inspections
Control Project Scope
Variance Analysis
Control Project Schedule
Resource Leveling
Adjusting Leads and Lags
Schedule Compression
Performance Reviews
Earned Value Management
Causes of Conflict
Conflict Management Approaches
Confronting, Compromising,
Forcing
Withdrawing
Distribute Project Info
Manage Stakeholder Expectations
Change Control
Issue Log

Privity
Warranty
Breach of Contract
Types of Breaches
Force Majeure
Close Procurements
Negotiated Settlements
Contract Evaluation
Lessons Learned
Closeout Meetings
Celebration / Rewards
HR Theories
Maslow - H of Needs
Herzberg - H & M
McClelland A, A, P
McGregor X & Y
Ouchi - Theory Z
Vrooms Expectancy Theory
Parkinson's law expand to fill
Types of Power
Coercive, Referent.
Expert, Reward, Formal




24 | P a g e


The Lewis PMP Certification Study Plan 4 to 8 weeks

1. Read the PMBOK 2-3 hours (must purchase PMBOK 4
th
edition)
a. Joining PMI will get you an PDF version of the PMBOK
b. Read the Lessons Learned from others who have passed the PMP
c. Read Changes in 4
th
edition of the PMBOK
d. Read About the PMP Exam
e. Read PDF Tips for the Worried test Taker
f. Read PDF Tips on Passing the Exam
2. Read and Study (your choice) of PMP Prep guide and other notes 15 hours
a. Rita Mulcahy, PMP Exam Prep 6
th
edition
b. Phillips CAPM / PMP Certification 2
nd
edition
c. Head First PMP 2
nd
edition
d. Answer the questions at the end of each chapter -10 hours
i. Re-take end of chapter tests until you miss less than 4 per 20
e. Read selected notes and study guides 4 hours
i. Project Management Essentials notes V1
ii. PMP Comprehensive Notes
iii. PM Things to Know
iv. Project Management Essentials Chart
3. Take a 200 question PMP practice pre-test 4 hours (PMP 400 Practice Tests)
a. Take two more 200 question practice test under simulation test conditions 8 hours
b. Take one last 200 question practice test 4 hours
c. Practice test goal is to score 75%-80% or higher on last two tests
4. Memorize the cost, communications and other formulas 4 hours
a. Use PM Knowledge Sheet
b. Use PM Management Matrix and matrix practice forms as needed
5. Memorize / learn the 42 process groups and the inputs, tools and outputs to each 4 hours
a. Review PM ITTO Process Order PowerPoint deck
6. Plan on one week to review problem areas and refresh memorization 8-10 hours
a. Use Project Management Study Questions as needed
b. Use Time Management Problems v2 as needed
c. Re-Read PDF Tips for the Worried test Taker
d. Re-Read PDF Tips on Passing the Exam
7. Listen to the PMP Audios on each knowledge area 9 hours (not included in PMP kit)
a. Portable PMP Exam Prep (ESI) 4
th
edition available from Amazon -$150







Bill Lewis
BLT
Email - wlewis55@comcast.net
Web site www.billlewistraining.com
Mobile 913 226 3652