Docs

Process Group

Knowledge Area

The ultimate PMP project plan

and documents list.

TM

Project Management Plan

Integration

Initiating

Configuration management plan /

Change management plan

Scope (Integration)

Scope management plan*

Scope

Requirements management plan

Requirements documentation / Stakeholder requirements

Scope

Scope baseline (Scope statement,

WBS, WBS dictionary) S

Requirements traceability matrix / Assumption log /

Technical documentation

Time (Integration)

Schedule management plan*

Activity list / Activity attributes / Milestone list

Time

Program schedule network diagrams

Time

Activity resource requirements / Resource breakdown structure

Time

Activity duration estimates

Project schedule / Schedule data

Activity cost estimates / Basis of estimates

Cost performance baseline

Project funding requirements

Quality management plan / Process

improvement plan

Quality metrics / Quality checklists / Quality standards

Human resource plan / Staffing

management plan

Project organizational structure / Resource requirements /

Responsibility assignment matrix / Roles and responsibilities

Schedule baseline

Cost (Integration)

Cost
Quality
Human Resources
Communications

Communications management plan

Risk

Risk management plan

Risk

Roles and responsibilities

Risk register / Risk register updates R

Risk

Project management plan updates

Risk-related contract decisions / Risk register updates R

Procurement management plan

Teaming agreements / Procurement SOW / Make-or-buy decisions /

Procurement documents / Source selection criteria / Change requests

Project management plan updates

Work performance information / Change requests

Project management plan updates

Project Staff assignments / Resource calendars / Team performance

assessments / Training plans / Issue log / Change requests

Procurement

Project management plan updates

Sellers list / Proposals / Contracts / Change requests

Quality

Project management plan updates

Quality audit reports / Change requests

Communications

Project management plan updates

Change log / Issue log / Change requests

Integration

Project management plan updates

Change request status updates

Scope

Project management plan updates

Work performance measurements / Change requests

Time

Project management plan updates

Work performance measurements / Change requests

Project management plan updates

Work performance measurements / Budget forecasts /

Earned value reports / Change requests

Project management plan updates

Quality control measurements / Validated changes / Change requests

Procurement
Integration
Human Resources

Cost
Quality
Communications

Performance reports / Change requests

Risk

Project management plan updates

Risk register updates R / Change requests

Procurement

Project management plan updates

Procurement documentation / Change requests

Integration

Archived project documents

* Scope, Schedule, and Cost planning processes are preceded by a planning effort in 4.2 Develop Project Management Plan, which produces management plans for these Knowledge Areas.
2009, 2011 Q'vive, LLC

Eric van der Meulen, PMP

Cost management plan*

Cost

Closing

Time

Time

Monitoring
&
Controlling

Stakeholder analysis / Stakeholder register /

Stakeholder management strategy

Integration

Executing

updates

Statement of work / Contract / Business case / Charter

Communications

Planning

Project Documents

All rights reserved

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info@qvive.biz

PDL12116

"PMBOK" and "PMP" are registered marks of Project Management Institute, Inc.

R
R

Formulas

COST Forecasting

COST Earned Value

TIME/COST Estimating

Variable

The ultimate PMP

reference sheet.

TM

Abbreviation

Formula

Project Manager Communication

90 %

Communication channels

n(n-1) / 2

n = # of stakeholders

Normal Distribution

1 standard deviation =
1 STD = 1 sigma = 1

1 = 68.26 %
2 = 95.46 %

Three point estimate for activity

duration, weighted average

PERT (Program Evaluation

and Review Technique)

P + 4M + O
6

Standard Deviation of Activity

STDactivity (or activity)

(P O) / 6

Variance of Activity

Varactivity (or 2 activity)

((P O) / 6)2

Standard Deviation of Project

STDproject (or project)

Project Duration

critical path activities only:

(PERT1 + PERT2 + PERT3 + ) + (# of sigmas STDproject)

Estimating in Initiating

Rough Order of Magnitude

+/- 50% from actual

Estimating early in Planning

Budgetary / Top Down /

Analogous

-10% to +25% from actual

Estimating late in Planning

Definitive / Bottom-up

-5% to +10% or +/-10% from actual

Expected Monetary Value

EMV

Probability Impact [$]

Net Benefit

Net Benefit

EMV cost

Variable

Abbreviation

Description

Actual Cost

AC

Actual cost incurred for work

performed

Earned Value

EV

Value of work performed

Planned Value

PV

Budget assigned for work

performed

Cost Variance

CV

Measure of cost performance

CV = EV AC

Cost Performance Index

CPI

Measure of cost efficiency

CPI = EV / AC

Schedule Variance

SV

Measure of schedule performance

SV = EV PV

Schedule Performance Index

SPI

Measure of schedule efficiency

SPI = EV / PV

Budget At Completion

BAC

Budget assigned for work

Estimate To Complete

ETC (for atypical variance)

Assumes future work to be

performed as budgeted

ETC = BAC EV

ETC (for typical variance)

Assumes past performance to

continue throughout

ETC = (BAC EV) / CPI

EAC

Use when original est. is flawed

EAC = AC + Bottom-up ETC

EAC (for atypical variance)

Assumes future work to be

performed as budgeted

EAC = AC + BAC EV

EAC (for typical variance)

Assumes past performance to

continue throughout

EAC = AC + ETC = AC + (BAC EV) / CPI

or EAC = BAC / CPI

Variance At Completion

VAC

Forecast of variance

VAC = BAC EAC

To-Complete Performance Index

TCPI

Cost performance necessary to

achieve BAC or new EAC goal
Work remaining divided by funds
remaining

TCPI = (BAC EV) / (BAC AC)

Estimate At Completion

2009, 2011 Q'vive, LLC

Eric van der Meulen, PMP

All rights reserved

qvive.biz

info@qvive.biz

3 = 99.73 %
6 = 99.99985 %
P = pessimistic, M = most likely, O = optimistic

Var1 + Var2 + Var3 +

PFS12117

Formula

BASED ON BAC

or TCPI = (BAC EV) / (EAC AC)

BASED ON NEW EAC

"PMBOK" and "PMP" are registered marks of Project Management Institute, Inc.

Defined

The ultimate PMP

charter glossary.

TM

The Project Charter can take on many forms.

Commonly used in a New Product Development or Stage-Gate environment is the project 4-block.
See the example below with typical terminology. The 4-block is a communication tool that is used
between Project Team and Senior Management. Financial justification is usually obtained through
separate spreadsheet calculations, which depend on the practices of the performing organization.
The use of common format and terminology promotes efficient and focused project reviews.
Team: Project Manager (or Project Management Team) and Team Members.
Stakeholders: Persons or organizations (Customer, performing organization, public) that are actively involved in the
project, or whose interests may be positively or negatively impacted by execution or completion of the project; may also
exert influence over the project and its Deliverables S .

Purpose, Objectives, Requirements

In Scope*

Purpose: Reason(s) for doing this project in terms of

business objective and related strategic goal.
Description of issue or opportunity addressed.
Objective: Targeted result of the project.
Success Criteria: SMART objectives are quantifiable
criteria used to measure project success (Specific,
Measurable, Achievable, Realistic, Time-bound).
Requirement: Quantified and prioritized attribute,
capability, characteristic, or quality of the (product
of) the project that is wanted, needed, or expected
by Sponsor and Stakeholders (Customers).

What is included in the project and its Deliverables S .

The who, what, where, when, and why of the
project.
Product Scope S : Features and functions that
characterize the product or result of the project.
Project Scope S : Work required to deliver the product.

Milestones/Deliverables, Constraints

Assumptions & Risks

Milestone: Major Deliverable S or significant event in

the project used to measure progress.
Deliverable S : Any unique and verifiable product,
result, or capability that must be produced to
complete the stage, phase, or project; tangible,
measurable, and easily proved.
Constraint S : A restriction or limitation, either internal
or external to a project, which will affect the
performance of the project. A boundary condition
within which the project must remain, e.g., scope,
cost, schedule, resources, quality, etc.

Assumption S : Factor (event, action, condition) that,

for planning purposes, is considered to be true, real
or certain without proof or demonstration.
Risk: An uncertain event or condition that, if it occurs,
has a positive or negative effect on the projects
Objectives.
NEGATIVE RISK: The possibility that an undesired
outcome or the absence of a desired outcome
disrupts the project; always reflects uncertainty, a
potential loss, and a time component.

Out Of Scope*
What is not included in the project and its deliverables.
* NOTE: In Scope and Out Of Scope define the Project Boundaries

Although the terms have distinct definitions, there can be some apparent overlap, which is inevitable.
In these cases, go with the spirit, not the letter. For instance, there are fine lines between
Purpose, Objective, Scope, Deliverable, and Requirement.
The process of obtaining clarity is a very important activity. During project initiation the 4-block is a
powerful tool to build consensus among Stakeholders as well the Project Team, especially when
defining what is Out Of Scope.
2010, 2011 Q'vive, LLC

Eric van der Meulen, PMP

All rights reserved

qvive.biz

info@qvive.biz

PTG12114

"PMBOK" and "PMP" are registered marks of Project Management Institute, Inc.

Defined

Project Manager typically in matrix or

projectized organization

The person ultimately responsible for the outcome of
the project

Authorized to spend Budget and assign Project
Resources to realize project goals

Authorized to make decisions for the project

Ultimate owner of project related problems

Balances Stakeholder interests

Balances Constraints S

Project Coordinator in weak matrix or

functional organization

Weaker than Project Manager

Some authority to assign Project Resources

Not authorized to spend funds or make overall project
decisions

Project Expeditor staff assistant, typically

in functional organization

Weakest of Project Management roles with little or no
formal authority

Reports on project progress

No authority over Project Resources or funds

Project Team Member

The ultimate PMP

Whos Who.

TM

Assists in creating WBS and Schedule

Executes project activities
Creates Deliverables
Tracks and reports status

Project Sponsor
Responsible for funding the project
Sometimes called Project Champion
Typically a Senior Manager (see Senior Management)
Typically internal to the company, while Customer is
external, however:

Can be internal or external to the performing
organization

May or may not be the Customer

Can help resolve dispute between performing
organization and Customer

Stakeholder

Anyone that has an effect on, or is affected by the
project

Individual who is involved in the project (PM, PM
Team Member, Project Team Member)

Person being impactedpositively or negatively
as a result of the project, incl. Customer

Person exerting influence over the project, its
Constraints S , and results

Senior Management

Higher in the organization than the Project Manager

Prioritizes projects in line with company strategy and
goals

Authorizes Project Manager, ensures access to Project
Resources

Can help resolve organizational conflicts and issues

Functional Manager

Project (Management) Office or PMO

Department that controls all projects in an
organization

Defines standards, best practices

Audits projects for conformance

Supports Project Managers with:

Methodologies

Tools

Training

Department Manager who owns Project Resources

Human resource management responsibilities for
employees

Program Manager

Responsible for programs

Coordinates multiple related projects to achieve a
common goal

Manages at a higher level than the Project Manager

The Communications Management Knowledge Area is focused on the people outside the project, i.e., Sponsor,
Stakeholders, Customer, Senior Management, Functional Managers, Program Manager.
In the Human Resource Management Knowledge Area, the Project Manager or Project Coordinator is focused on the
Project Resources, the people inside the project, i.e., Project Management Team (PM Team), and Project Team.
2011 Q'vive, LLC

Eric van der Meulen, PMP

All rights reserved

qvive.biz

info@qvive.biz

PRD12111

"PMBOK" and "PMP" are registered marks of Project Management Institute, Inc.