PMP 6th edition Important notes _Ver.

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PMP 6th edition NOTE Ver.0

1- Product scope (The features and functions that characterize a product, service, or result)
2- Completion of the product scope( is measured against the product requirements)
3- Project scope (The work performed to deliver a product, service, or result with the
specified features and functions)
4- Completion of the project scope is measured against the project management plan,
5- Law of diminishing returns(a point will eventually be reached at which additions of that
one factor start to yield progressively smaller or diminishing increases in output)
6- Person who can change /update charter (sponsor)
7- Tools for record mange contract and procurement documentation (record management
system)
8- The team charter (is a document that establishes the team values, agreements, and
operating guidelines for the team)

9- A bubble chart( displays three dimensions of data, where each risk is plotted as a disk
(bubble))

10-Generate and organize or grouping or classifying information (Affinity diagram)

11-Generate and prioritization-Voting (Nominal group technique)
12-Project terminated because problem in credit in the bank (Funding Limit Reconciliation)
13- Long-term resolution (Problem solving)
14- One of Stakeholder not received reports and others received (Review the communication
management plan)
15- Greatest potential Risk to your project (Tornado Diagram)
16- Insurance (Transfer)

17- The contract will span multiple years and allow for final price adjustments based on
changing conditions (Fixed Price with Economic Price Adjustment)

18- Links product requirements from their origin to the deliverables, provides a structure
for managing changes to the product scope (Requirements traceability matrix)

19- Discuss the Strategic Direction (the sponsor)

20- Discuss the implementation strategy (PM)
21- Training is an example of (Prevention cost)
22- Least flexibility (CPM)
23- Stability process ,control limits or 7 rules (control charts)
24- Determine true magnitude (WBS)
25- Uncontrolled changes (scope creep)

Issued by Wagdy Azzam _2018 
 PMP 6th edition Important notes _Ver.0  
26- Estimate the cost of quality in a process (flow chart)
27- Relation problems (stakeholder management plan)
28- Information problems- escalation (communication management plan)
29- Active acceptance (contingency reserves)
30- One line or linear (triangular distribution)
31- Formal acceptance (validate scope)
32- Final acceptance (close project or phase)
33- Estimating cost using WBS (bottom-up estimating)
34- Snapshot of the status of various projects (milestone chart)
35- Linked to potential problems, root causes (cause and defect diagram)
36- The point where budget is compared to earned value for performance measurements
(control accounts)
37-Statistical relationships between the historical data and other variables (parametric estimating)
38- CPIF contracts (sharing ratio)
39- FIXED Price (risk on seller)
40- Cost plus (risk on buyer)
41- Risk appetite (willing, a reward)
42- Risk tolerance (withstand)
43- Risk threshold ( level of uncertainty, level of impact, LIMITS)
44- Team development
Forming (work independently, not open, meets and learn)
Storming (begins to understand the project work, not collaborative, open to differing
ideas, counterproductive)
Norming (begins to work together, trust to each other’s)
Performing (work as a well-organized unit, reach maximum performance,
interdependent, smoothly and effectively)
Adjourning (completes the work)
45- Discover the underlying causes for RISK (Root cause analysis)
46- Resource smoothing (no affecting the critical path)
47- Resource leveling (may impact the critical path)
48- Project boundaries (a point in time that a project is authorized to its completion)
49- Issue log (current issue, problems)
50- Project performance appraisal (individual team member’s performance)
51- Team performance assessment (assessment of project team’s effectiveness)
52- discretionary dependency (Soft logic , preferred logic, preferential logic, )
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 PMP 6th edition Important notes _Ver.0  
53- Mandatory dependencies,( legally or contractually required - as hard logic or hard
dependencies)
54-External dependencies (relationship between project activities and non-project activities)
55-Internal dependencies (involve a precedence relationship between project activities)
56- Balanced matrix (both functional and project managers share the responsibility)
57- Develop team (Recognition and rewards, training)
58- Corrective action (realign- bring inline)
59- Preventive action (align-ensure future)
60- Prototype (Risk mitigation)
61- Identify best practices, generate ideas for improvement, and provide a basis for
measuring performance (Benchmarking)
62- Hypothesis (assumption analysis)
63- Objectives, Goals (Project Charter)
64- Investigates the likelihood (Risk probability and impact assessment)
65- Eliminate the threats, changing the PM plan, extending the schedule, changing the
strategy, or reducing scope (Avoid)
66- Shift the impact of a threats, insurance, performance bonds, warranties, guarantees
(Transfer)
67- Reduce the probability or impact, adopting less complex processes, tests, choosing
supplier, prototype (Mitigate)
68- Not action, document only (Passive acceptance)
69- Wishes to ensure that the opportunity is realized, most talented resources (Exploit)
70- Increase the probability, adding more resources to an activity to finish early (Enhance)
71- The steps for getting to the goal, useful for contingency planning (PDPC)
72- Luncheon meetings, informal conversations(meetings, events, trade conferences and
symposia) (Networking)
73- Ground rules responsibility (All project team members)
74- Conflict management
** Withdraw/Avoid (retreating, postponing the issue to be repeated or solved by others)
**Smooth/Accommodate (emphasizing area of agreement, conceding one position, maintain
harmony and relationships)
**Compromise/Reconcile (some degree of satisfaction, temporarily or partially)
**Force/Direct (pushing one’s viewpoint, win-lose, emergency)
Issued by Wagdy Azzam _2018 
PMP 6th edition Important notes _Ver.0  
** Collaborate/Problem Solve (incorporating multiple viewpoints, open dialogue, consensus
and commitment)

75- Logical relationships that represent a moderate complex scenario (Interrelationship

diagraphs)Predict cost risk based on probability and cost of risk (cost modeling and
simulation
76- Which items should or not should go through the change control process
(Configuration management plan)
77- Define the process for managing changes in the project (Change management plan)
78- Unaware, supportive, resistant, neutral or leading (Analytical technique)
79- Collect requirements
** Interviews (directly, confidential information, spontaneous questions)
**Focus groups (prequalified stakeholders, SME, trained moderator)
**Facilitated workshops (key stakeholders, build trust, foster relationship, improve
communication, issues can discovered earlier, JAD, QFD, User stories)
Group creativity techniques
**Brainstorming (generate and collect)
**Nominal group technique (enhances brainstorming, Voting, Ranking and Prioritize)
**Affinity diagram (large numbers, classified into groups)
**Idea/mind mapping (generate new ideas)
**Multicriteria decision analysis (decision matrix, evaluate and rank many ideas)
Issued by Wagdy Azzam _2018 
PMP 6th edition Important notes _Ver.0  
**Questionnaires and surveys (quickly accumulate information from a large number of
respondents, geographically dispersed)
**Observations (difficulty or are reluctant to articulate requirements, job shadowing,
hidden requirements)
**Prototypes (early feedback, mock-up creation, storyboarding)
**Benchmarking (comparing, generate ideas for improvement, basis for measuring
performance)
**Context diagrams (depict the product scope)
80- Document analysis (elicit requirements by analyzing existing documentations such as
business plans, agreements, laws, codes)
81- Requirement traceability matrix (Link product requirements from their origin, ensure
that each requirement adds business value, provides a structure for managing changes to
the product scope, test scenarios)
82- Alternatives generation (develop many potential options such as brainstorming,
lateral thinking, analysis of alternatives)
83- Constraints (predefined budget, imposed dates, schedule milestones, contractual
provisions)
84- Assumptions (define the potential impact of the factors)
85- Control quality is generally performed before Validate scope, although the two
processes may be performed in parallel
86- Validate scope (concerned with acceptance of the deliverables)
87- Control quality (concerned with correctness of the deliverables)
88- Variance analysis (determining the cause and degree of difference between the
baseline and actual performance)
89- During the contract life cycle, the seller can be viewed first as a bidder, then as a
selected source, and then as the contracted supplier or vendor
90- A Risk Breakdown Structure (RBS) lists identified project risks hierarchically by risk
category and sub-category. It can be used to identify the various areas and causes of
potential risks. The lowest level in the RBS can be used as a basic risk checklist to cover
all identified risks
91- Activity duration estimates are quantitative assessments of the likely work periods to
complete an activity. They do not contain any lag or lead information
92- The project management team must ensure that all team members act professionally
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PMP 6th edition Important notes _Ver.0  
and behave ethically
93- The key stakeholders are the subset of the project stakeholders that are in a decision
making position

Trend Report

This report shows a comparison between the current performance of the project
and the last performance of the project during the same time duration.
For example, it can be compared monthly, quarterly, semi-annually or annually. This
report examines project performance over time to see if it is improving or
degrading.

Variance Report

This report shows a comparison between the planned progress and

actual progress made.

Forecasting Report

This report states what is expected to happen on a project.

This report predicts the future performance and the expected status of the
project in various parameters.
This helps in tracking and allocation of resources for better utilization.

Status reports

This gives the current state of a project at any given time.

This kind of report describes where the project stands at that moment with regards to the
performance measurement baseline.
Using this, managers can also get the current snapshot of the project with respect
to the scope, time, cost, and quality parameters.

Direct and manage project work Deliverables

Deliverables
Verified deliverables
or change requests.
Change requests
Accepted deliverables
Conrol Quality process, Verified deliverables
Validate scope Accepted deliverables
Perform Integrated change control
Close project or phase Final product
Issued by Wagdy Azzam _2018 
PMP 6th edition Important notes _Ver.0  

1- Very important

Issued by Wagdy Azzam _2018