PMP key points (personal accumulation)

1. Links that require expert judgment

2. "Approved Change Request" as the output item (with "Change Request" as the input item)

   1. 4.6 Implement overall change control

3. The process of "work performance data, work performance information, work performance report" as the output item

   1. Job performance data
      1. 4.3 Instruct and manage project work
   2. Work performance information (in each knowledge area of ​​the monitoring process group, except for the integrated knowledge area, there is no "work performance data" as an input item)
      1. 5.5 Confirmation range (rice)
      2. 5.6 Control range (rice)
      3. 6.6 Control progress (in progress)
      4. 7.4 Cost control (city)
      5. 8.3 Quality Control (Niang)
      6. 9.6 Control resources (sub)
      7. 10.3 Supervision and communication (communication)
      8. 11.7 Surveillance risk (wind)
      9. 12.3 Controlling Procurement (Dog)
      10. 13.4 Supervise the participation of related parties (official)
   3. Work performance report (with "work performance information" as input)
      1. 4.5 Monitoring project work

4. The process of "demand tracking matrix" as an output item

   1. 5.2 Collecting requirements

5. The process of "deliverables" as output

   1. 4.3 Instruct and manage project work

6. The process of "deliverable" as an input

   1. 4.4 Manage project knowledge
   2. 8.3 Control quality

7. "Verified Deliverables" as the process of output

   1. 8.3 Control quality

8. The process where "verified deliverables" is used as an input

   1. 5.5 Confirmation scope

9. "Acceptable deliverables" as the process of output

   1. 5.5 Confirmation scope

10. The process of "acceptable deliverables" as input items

    1. 4.7 Closing the project or phase

11. "Project Scope Statement" as the process of output

    1. 5.3 Define scope

12. Summary of Project Management
    As a project manager, we comprehensively manage a project. In a specific project environment, within the specified time (schedule) and budget (cost), we invest reasonable resources, properly handle the risks in the process, and complete all projects. Work (scope), produce qualified (quality) project results (deliverables), the knowledge accumulated in the process is deposited in the organization to form assets, and is recognized by key stakeholders to achieve the ultimate goal of the project.

    1. range

       Set the benchmark first, do it according to the benchmark, and keep an eye on it when you do it. Do not do too much, do not do too much, just meet the requirements. Change should be controlled and submitted for acceptance after completion.

    2. schedule

       Set the progress benchmark first, complete it on time, don't delay, and control changes when they occur.

    3. cost

       Make a plan for spending money first, and then spend money according to the plan. No more, no less is just right. If you find that you spend money indiscriminately, you should correct it in time. If you find that you can save money, you should save. These deviations are handled according to the change process.

    4. quality

       Only with standards can we do it, we must do it according to the standards, and we must meet the standards when we make it.

    5. Resources

       Use the right resources at the right time, in the right place, to successfully complete all project work.

    6. Interested party

       Let the right people, with the right attitude, participate in the project reasonably.

    7. communication

       By the right publisher, at the right time, through the right way, the right information, the right method, and the right audience are conveyed to the right audience, and the right feedback is received to form a closed communication loop to achieve the right effect.

    8. risk

       Identify, analyze, formulate, implement, and supervise the entire process.

    9. purchase

       Implementation of procurement: bidding for investment evaluation, bidding (advertisement bidding) investment (organizing investor meetings and bidding) evaluation (evaluating qualified bidders) and awarding (awarding of contracts to winning bidders)

       Procurement control: Check the process and results, audit the procurement process for violations and fraud, and maintain and manage the relationship between buyers and sellers. Everything is done in accordance with the contract, what kind of instructions and what kind of goods are delivered. When to pay, how much to pay, how to deal with changes, and how to deal with disputes. These are stipulated in the contract.

13. Seven-step problem-solving method (mastered the seven-step problem-solving method, absolutely test five A)

    1. Identify the problem

       ​ What happened and what was affected;

    2. Define the problem

       ​ What domain does the problem belong to? (Is it a demand issue, a quality issue, a schedule issue, or something else. If the definition is correct, it will be half the battle;)

    3. Analyze the root cause

       ​ If the root cause is found, it is 90% successful;

    4. Develop a solution

    5. Choose the best solution

    6. Implementation solution

    7. Verify execution result

    8. Close question

14. Seven-step problem solving method (example 1, PMP exam)

    1. Identify the problem

       what

    2. Define the problem

       What to test

    3. Analyze the root cause

       why

    4. Develop a solution

       See options

    5. Choose the best solution

       Choose answer

    6. Implementation solution

       Paint answer card

    7. Verify execution result

       Substitution scenario

    8. Close question

       PASS

15. Seven steps of problem solving (example 2, see a doctor)

    1. Identify the problem

       sick

    2. Define the problem

       What disease

    3. Analyze the root cause

       Cause

    4. Develop a solution

       diagnosis

    5. Choose the best solution

       prescription

    6. Implementation solution

       Take medicine

    7. Verify execution result

       If it is invalid, then another bucket

    8. Close question

       Can't die

16. The process of acceptance criteria

    Project scope statement

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17. Find time on the critical path and resources on the non-critical path

18. The difference between emergency reserve and management reserve.

    • Contingency reserve: It is a duration included in the schedule baseline to deal with the identified risks that have been accepted . Emergency reserves are related to "known-unknown" risks and need to be reasonably estimated to complete unknown workloads;

    • Management reserve: It is a project budget specially set aside for the purpose of management control to deal with unforeseen tasks in the scope of the project . The management reserve is used to deal with the "unknown-unknown" risks that will affect the project. It is not included in the schedule baseline, and the use of management reserves may require changes to the schedule baseline.

19. Unfamiliar options in the question, generally not selected

20. Configuration management system: not only records changes, as long as configuration items change, the configuration management system will track, record and manage

21. For the text description of some documents in the project management document, if it is not formal enough, but it is only one or two words short, don’t worry, just treat it as a formal wording, such as “resource plan”, as “resource management plan” "That's it.

22. When taking the exam, you must keep in mind that the conditions (scenarios) described in the questions are valid, and the questions are clearly stated. The reason for the customer’s rejection of acceptance is that the product has not been audited by a third party. Then we should no longer doubt (whether The quality management plan does not include the audit of an external inspection agency), but proceed to the next step according to the meaning of the questioner. You should not go back and confirm it again. Therefore, choose A instead of B for the following question.

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23. Risk response plan: one of the contents in the risk register, including three points, specific actions, emergency plans, and rebound plans.

24. Summary of estimation methods (four in total): analog estimation, three-point estimation, parameter estimation, bottom-up estimation

    • Analog estimation:
      • Analogous estimation is a technique that uses historical data of similar activities or projects to estimate the duration or cost of current activities or projects. Analogous estimation is based on the parameter values ​​of similar projects in the past (such as duration, budget, scale, weight and complexity, etc.) to estimate similar parameters or indicators of future projects. When estimating the duration, the analog estimation technique uses the actual duration of similar projects in the past to estimate the duration of the current project. This is a rough estimation method , and sometimes needs to be adjusted according to the known differences in project complexity. When the project details are insufficient, analog estimation is often used to estimate the project duration. Compared with other estimation techniques, analog estimation is generally lower in cost and time-consuming, but its accuracy is also lower . Analogous estimation can be carried out for the entire project or a certain part of the project, or can be used in conjunction with other estimation methods. If past activities are similar in nature rather than superficially, and the project team members engaged in the estimation have the necessary expertise, then analog estimation is the most reliable.
        
    • Parameter estimation:
      • Parameter estimation is an estimation technique based on historical data and project parameters , using a certain algorithm to calculate the cost or duration. It refers to the use of statistical relationships between historical data and other variables (such as square feet in construction) to estimate activity parameters such as cost, budget, and duration.
      • The duration can be calculated by multiplying the amount of work to be performed by the man-hours required to complete the unit of work. For example, for a design project, multiply the number of drawings by the man-hours required for each drawing; or for a cable laying project, multiply the length of the cable by the man-hours required to lay each meter of cable. If the resources used are capable of laying 25 meters of cable per hour, the duration of laying 1000 meters of cable is 40 hours (1000 meters divided by 25 meters per hour).
      • The accuracy of parameter estimation depends on the maturity of the parameter model and the reliability of the basic data. And the parameter progress estimation can be aimed at the whole project or a certain part of the project, and can be used in conjunction with other estimation methods.
    • Three points of estimation:
      • By considering the uncertainty and risk in the estimation, the accuracy of the duration estimation can be improved. Using a three-point estimate helps to define an approximate interval for the duration of the activity:
        • Most likely time™. The estimated duration of the activity based on the most likely resources, the most likely resource productivity, the realistic prediction of the available time of the resources, the possible dependence of the resources on other participants and the various possible interferences.
        • The most optimistic time (tO). The estimated duration of the activity based on the best case of the activity.
        • The most pessimistic time (tP). Estimated duration based on the worst-case scenario of the activity.
      • Based on the assumed distribution of duration in the three estimated value intervals, the expected duration tE can be calculated. A commonly used formula is the triangular distribution:
        • tE = (tO + tM + tP) / 3.
        • When the historical data is insufficient or the judgment data is used, the triangular distribution is used to estimate the expected duration based on the assumed distribution of three points and the uncertainty interval of the expected duration is explained.
    • Bottom-up estimation:
      • Bottom-up estimation is a method of estimating the duration or cost of a project. Project estimates are obtained by summarizing WBS component estimates from bottom to top. If the activity duration cannot be estimated with reasonable credibility, the work in the activity should be further refined, and then the specific duration should be estimated, and then these resource demand estimates should be summarized to obtain the duration of each activity.
        There may or may not exist dependencies between activities that will affect resource utilization; if there is, the corresponding resource use mode should be explained and recorded in the activity resource requirements.

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Among them, in the estimated activity duration and estimated cost, there are four kinds of estimates, and in the estimated activity resources, except for the three-point estimate, there are others;

23. There are four processes where earned value analysis tools are located, all of which are in the monitoring process group. Earned value analysis compares actual schedule and cost performance with performance measurement benchmarks.

    Monitor project work (scope, schedule, cost), control schedule (schedule), control cost (schedule cost), control procurement (schedule, cost)

24. Conflict management priority (priority from top to bottom, from high to low):

    • Cooperation and problem solving: Collaborate, problem resolve, bring a win-win situation, can solve problems
    • Compromise, mediation: Compromise, reconcile (Cristiano Ronaldo, Cristiano Ronaldo): Both sides make a concession and can solve some problems
    • Relaxation and tolerance: Smooth, accommodate (Salah, Salah): Only one side yields and cannot solve the problem
    • Retreat, avoid: Withdraw, avoid, cannot solve the problem
    • Force, command: Force, direct, can solve the problem

25. Scenarios for using conflict management tools: six

    • Develop project charter
    • Develop a project management plan
    • Construction team
    • management team
    • Management communication
    • Manage stakeholder participation

26. PMP five audits

    • Quality audit (management quality): A structured and independent process used to determine whether project activities follow the organization and project policies, processes, and procedures. Quality audits are usually carried out by teams outside the project, such as the internal audit department of the organization, the PMO of the project management office, or an auditor outside the organization.

    • Risk audit (oversight of risk): Risk audit is a type of audit that can be used to evaluate the effectiveness of the risk management process. The project manager is responsible for ensuring that risk audits are conducted at the frequency specified in the project risk management plan. Risk audits can be carried out in daily project review meetings, risk review meetings, and the team can also hold special risk audit meetings. Before the implementation of the audit, the procedures and objectives of the risk audit should be clearly defined.

    • Procurement audit (control procurement): Audit is a structured review of the procurement process. The rights and obligations related to the audit should be clearly stipulated in the procurement contract. Both the buyer’s project manager and the seller’s project manager should pay attention to the audit results in order to make necessary adjustments to the project.

    • Configuration audit: It is in the implementation of overall change control.

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    • Project audit: also called post-review, which is done by pmo during the end of the project or phase

27. The difference between checklist and checklist

    • Checklists: tick (memory method: "yes" is "tick")

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    • Check sheets (check sheets): draw straight characters (memory method: check correct)

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28. Earned Value Analysis

    • PV=BCWS, budget cost of work schedule (Budget Cost of Work Scheduled)
    • EV=BCWP, Budget Cost of Work Performed (Budget Cost of Work Performed)
    • AC=ACWP, the actual cost of work performed (Actual Cost of Work Performed)

29. Cost benefit analysis use case

    • Business case: before the project starts
    • Plan risk response
    • Plan quality management: (consistent cost and non-consistent cost), through cost-benefit analysis, choose the best plan for consistent cost to achieve the purpose of reducing non-consistent cost, choose quality plan
    • Monitoring project work: before the team submits the information to CCB, choose a plan
    • Implement the overall change process: CCB chooses the most cost-effective solution
    • Control resources: find the most efficient equipment
    • Procurement planning management: self-made, outsourcing analysis including cost-benefit analysis

30. Resource overload can only use resource optimization, and schedule delay can only use progress compression

31. Steps to end the project

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32. In case of risk, search first

33. Training only appears when skills are insufficient

34. When the answers are correct, analyze first, then execute

35. Occasions for the mind map (three in total, all in the planning stage)

    • Collect requirements
    • Plan quality management
    • Planning stakeholder participation

36. When the control chart appears (just one)

    • Control quality

37. Cost of Quality (CoQ):

    • All costs incurred during the entire product life cycle, namely:
      • Investments made to prevent products or services from failing to meet requirements;
      • The cost incurred to assess whether the product or service meets the requirements;
      • And the loss caused by the product or service not meeting the requirements.

38. Roles and responsibilities

    • Preferred RACI
    • Secondary RAM
    • Re-select resource management plan

39. Deliverables and work performance data are just the output of the process of "directing and managing project work"

40. Develop an implementation strategy, which means to develop a project management plan

41. User story: It is used in agile projects to collect requirements.

42. Worry, support, opposition, unhappiness, complaints, etc., are all related parties’ issues

43. Can do resource scheduling between projects

    • PMO (Project Management Office, considered as "Project Manager’s Manager")
    • Program manager (program resource scheduling)
    • Project portfolio manager (dispatch resources based on project contributions to ensure profitable projects)

44. The topic asks "what should be done first", usually the question of "review" and "verification" is selected

45. When encountering problems, don’t jump to conclusions easily. They often hit the board. The project manager must think, analyze, and observe

46. Plan risk response

    • Report:
    • Avoid and develop:
      • avoid:
      • open up:
    • Transfer and share:
      • Transfer:
      • share it:
    • Reduce and improve:
      • Reduce:
      • improve:
    • accept

47. Team building usually goes through five stages: formation, shock, standardization, maturity, and dissolution.

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48. Change type

    • Targeting risks: prevention
    • Targeting performance: correct
    • Targeting quality: defect remediation
    • For planning documents: update
    • Addressing the problem: contingency

49. In the real exam, there are a total of 6 questions, random, but the difficulty is comparable. If you can score more than 150 points in the usual sprint questions and mock exam questions, and everyone works harder, 5A will definitely be no problem, close. Because if you can get more than 150 points in sprint questions and mock exam questions, the actual exam will not be much worse.

50. To ensure the acceptance of deliverables, which document should the project manager consult? You should not choose “requirements document” or “requirement tracking matrix”, but “scope management plan” or “quality management plan” related to scope or quality; if the deliverable fails to meet customer expectations, you should choose “ Demand tracking matrix", connecting demand and project goals;

51. Risk review meeting = risk reassessment + risk audit

    1. Risk re-evaluation: The focus is on "re-evaluation", that is, closing outdated risks, identifying new risks, and discussing problems caused by risks
    2. Risk audit: audit the effectiveness of risk response measures, direct experience and lessons

52. Data Analysis Tools and Technology Encyclopedia

    • Deviation analysis: Deviation analysis examines the difference (or deviation) between target performance and actual performance, which can involve duration estimation, cost estimation, resource use, resource rate, technical performance and other measurement indicators.
    • Trend analysis: Trend analysis predicts future performance based on past results. It can predict project schedule delays and let the project manager realize in advance that there may be problems in the later schedule according to the established trend. Trend analysis should be performed early enough in the project time to allow the project team time to analyze and correct any abnormalities. According to the results of trend analysis, necessary preventive measures can be proposed.
    • Reserve analysis:
      • Reserve analysis is used to determine the emergency reserve and management reserve required by the project. When estimating the duration, contingency reserves (sometimes called "schedule reserves") need to be considered to deal with uncertainties in schedule. The contingency reserve is a duration included in the schedule baseline to deal with the identified risks that have been accepted. Emergency reserves are related to “known-unknown” risks and need to be reasonably estimated to complete unknown workloads. The emergency reserve can be taken as a percentage of the estimated duration of the activity or a fixed period of time, or the emergency reserve can be separated from each activity and aggregated. As the project information becomes more and more clear, the emergency reserve can be used, reduced or cancelled, and the emergency reserve should be clearly listed in the project progress document.
    • It can also estimate the amount of management reserve required for project schedule management. The management reserve is a project budget specially set aside for the purpose of management control to deal with unforeseen tasks within the scope of the project. The management reserve is used to deal with the "unknown-unknown" risks that will affect the project. It is not included in the schedule baseline, but is part of the total project duration. Depending on the terms of the contract, the use of management reserves may require changes to the schedule baseline.
    • File analysis:
      • Data analysis techniques that can be used in this process include (but are not limited to) file analysis. Document analysis includes reviewing and evaluating any relevant document information. In this process, document analysis is used to obtain requirements by analyzing existing documents and identifying information related to requirements. There are many documents that help to obtain related requirements. The documents available for analysis include (but are not limited to):
        • protocol;
        • business plan;
        • Business process or interface documents;
        • Business rule library;
        • Current process;
        • Market literature
        • Problem log
        • Policies and procedures;
        • Regulatory documents, such as laws, guidelines, decrees, etc.;
        • Proposal invitation
        • example.

    process	Deviation analysis	trend analysis	Reserve analysis
    4.5 Monitoring project work	√	√
    4.7 End project or phase	√	√
    5.6 Control range	√	√
    6.4 Estimated activity duration			√
    6.6 Control progress	√	√
    7.2 Estimated cost			√
    7.3 Make a budget			√
    7.4 Controlling costs	√	√	√
    9.6 Control resources		√
    11.7 Monitoring risk			√
    12.3 Controlling Procurement		√

53. wind