Capm Exam Prep Notes 513x2j

c CAPM Exam Objectivecc

c

c

cc c

c c cccc c! " c c cc ccc cc c% c c c c c&c c c c c c cc c c cc c c c c c( c c c c c) c*c c c c

c c c c*c c c c c c c c c c

c

Percentage of Examcc

cc ccc cc ccc ##cc c#$cc ##cc c#$cc ##cc c#$cc ##cc c#$cc 'cc c#cc $cc c##cc $cc c##cc $cc c##cc ##cc c#$cc $cc c##cc

General Project Management c +rojectcc c cc cc c c cc c c c ,c-,cc.ccc%cc c ,c,c cc c -,c c cc c.c c Process/c c cc,c,c cc c cc c cc

c.ccc c cccc c c ccc 0!1.c c Phases/c c cc cc ccc c - 2.c+c c c ccc 0!1c c c cc c cc c.c c Exit GateccKill Pointcc c- ccc - 2cccc c c cccc cc ccc c c2c .c c +rogramcc c cc3c c cc cc c .c +ccccc 4cc- cc

c c .c c Progressive Elaborationc3cc ccc c 2c c c c ccc2 c c.c* c c- c c c .c c Project Managementcc c,c ,c ccc cc .c c Historical informationcc ccc ccc-cc cc c c cccccc c c cc2 .c c Baselineccc c c c ,c,cc c c - c c cc cc cc c - c cc .cc

c °essons °earnedc cc c cc- c c cc cc c.cc c

Project Roles c c c /cccc c2ccc ccc .c cc ccc cccc c ccc " c,c ccc2 ,c c c ccc.c c c c /cc ccc c,c2cc c " ,c cc .c c c c5 /cc c ccccc 6c c cc c c " .c c c &c /cc c cc ccc 6c"c c ccc c c c c c.c c c /cc c c c 6cccc cc 2c c2cc.c c & /ccccc c2c7cc3c c2cc.c c &/cccc ccc.cc c c!/cc-cc c cc3c c ,c- c2c ,c ccc .c c Project Context " c- ccc ccc c.c!c c2ccc " .cc c cccc " c c ,c" ,c c .c c c Functional Organization/cc

c 2ccc c c ,c

8.c2c c cc cc c cc .c9cc c " ,c c ,cc cc.c c c Projectized Organization/cc c cc,cc.c c c c ,c c

c 6c

c:cccc c2.;c c c Matrix Organization/cc& c3c c c ccc .c< c3c c c

.cc c2c2cc2,c c c- ,c c -c c.c c PM Skillsc /c ,c

,c ,c2 c- ,c c Project °ife Cyclec3cc c Îc c

Îc Îc Îc Îc Îc

c c c % c c

c The Triple Constraint c=cc=c&cc( c c> .c!c c cc - c c cccc 5 c-cccc c c=cc=c&c=c( c=c*c=c c & c c Common Inputs, Tools, Techniques, Outputscc 0!1c "c?'@c,c,c,cc ccc cc cc c cc?cc c c'c c c c

c%c /c 2c +- c c*cc 2c 5c5- c c3c c,c- ,cc,c c c ,c- c c 2c ! " cc+c3c ,c,c ,c,c c2 ,c c c 2c c c c3cc,c ,c,c,c c ,cc - ,c ,c

,cc c c .c 2c <c c%c c

c c /c 2c 5cA c 2c c c c3ccccc c c=c cc cc- cc c .c 2c c c% c& c %&c3cc cc cc c c - 2c c c c c

c c c c c

c!c /c 2c *

c-c+c 2c * c c 2c c& c 2c <c+" c& c 2c c 2c +- c c*c 2c +- c-c+c 2c *

c c+- c--c+c c

Ch 3 ± Process Framework : /c cc,cc c,c c.c %/cc ccc c.cc c c /c cc c cc cccc !/cc cccc.c!cc ccc ccc

c.c c 9 Knowledge Areas: #.c % c c @.c &c c B.c c c .c c c ?.c ( c c .c ) c*c c $.c

c c C.c *c c '.c c c c * Process Groups: #.c % c @.c c B.c 5 c .c c c c ?.c c c &cc ccc c: -c 2 ,;c c cc c c -,ccc c c .cc+cc c2c cccc

cccc .c

c c cD>>Ec >>>>>>>>>>>>>>>>>>>>>>cFc 1 c+ cÔc

Initiating

Planning

Executing

Monitor & Control

Closing

Integration

9-cc c 9-c .c&c

9-cc c c

9c c cc 5c

cGccc <c

cc

Scope

c

c

&cH c &cc

c

Time

c

c

& cc

c

Cost

c

&c c &c9c c<0&c +-c9c +-c& c +-c*c5.c +-c9 c5.cc & c9- c c5 c c0 c

c

cc

c

Quality

c

( c c

c( c+ c

c( cc

c

HR

c

)*c c

+cc

c 9-cc

c

cc

c

c

Communication

c



c c

% c92c

c* c c& c

c

Risk

c

c

*c cGcc

c

Procurement

c

*c .c c *c%9c ( -c*c+ c ( -c*c+ c *c*c c c c c +c c c

*c&c*c &c&c

c+ .c

cc

Process Group Breakdown: c Dc#/c% c1+/c% c Îc 9-cc c Îc 9-c cc&c& c c Dc@/c c1+/c+c Îc 9-cc c c Îc &c c Îc &c9c Îc c<0&c Îc +-c9c Îc +-c& c Îc +-c*c5 c Îc & c9- c Îc c5 c Îc c0 c Îc ( c c Îc ) c*c c Îc

c c Îc *c c c Îc *c% c Îc ( -c*c+ c Îc ( -c*c+ c Îc *c*c c Îc c c c+c Îc c c c cc cc c c3cc@#ccc-cccc c .cc c DcB/c5 c1+/c% ,c( ,c)*,c

,c c c5 cc--cc c c.c Îc 9c c cc5c Îc c( c+ c Îc +cc

c Îc 9-cc

c Îc % c92c Îc *c&c*c Îc &c&c c Dc/c c c c1+/c+c c ,c,c-,c ,c ,c-,cc3c c c ccc c .c Îc c ccc<c Îc % c cc

Îc Îc Îc Îc Îc Îc Îc Îc Îc Îc

&cH c &cc & cc cc c( cc cc

c c* c c& c *c c cc c+ c

c D?/c c1+/c% ,c c Îc cc Îc cc c

Knowledge Area Breakdown: >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>c Integration Management .cc c % c D#c>c% /cDevelop Project Charterc>>cccccc .c c ccccc c c cc c.c c %/c c c c3cc- ,c cc cccc2 .c c c c&!
cc c cc.c c c !/c c c c c 2c 0 cc2c ,c c,cc cc 2c & c2cc cc c " c 2c Hc& cccc 2c 0c c 2c c&c

,c,c2c 2c c c

c c2c 2c ) c-c&cccc 2c ) c-cc* c 2c ) c-c cHccc& c 2c 1c*,c+ ,c9 c 2c &

c-c c0 c c % c D#>c% /cDevelop Preliminary Project Scope Statementc c %/c c c c c c c c& cc<c c c 5c=c! " c c c c /c c c c c% c& c %&c c c c c c c 5cA c

c c c

!/c c cc&c& /c c cc/c 2c <c0 c&c 2c c* c 2c c5 c 2c & c c 2c % c*c 2c c! " c 2c < cc cccccc 2c + c c

c % c D@c>c /cDevelop Project Management Planc c c c c2c0.+.*..c Îc B cc Îc A- c Îc R c Îc F c c 0!1c ccc c c:+c ,c - c c c c cccc ,c ,c c .c%c c2c

cc c c c2c cccc c2 c c c c c c .;c c %/c c c c c cc&c c&!
c2 c c

c ,cc& c c c cc c c c c cc cc c c - .cc ccc ,cc c c c ccc ccc /c 2c &c c c 2c & c c c 2c c c c 2c ( c c c

2c 2c 2c 2c 2c 2c 2c 2c 2c 2c 2c

c% - c c & c c c

c c c *c c c c c c cc *c c & c0 c c0 c ( c0 c *c* c

c % c DBc>c5 /cDirect & Manage Project Execution c c

cc ccc c c ccc - 2.c c c %/c c c c c c +- c-c+c c c +- c--c+c c c +- c c*c c c +- c9c* c c c H c9c* c c c + -cc c c c /c c c c c% c& c %&c c c c c c c 5cA c c c !/c c c c9- 2c c c <c c% c c c % /c -c+cc --c+c c*c 9c* cc c % c Dcc3c c c/cMonitor & Control Project Workc c ccc c c c c ccccc2c .c c c %/c c c c c c <c c% c

c c

c

* c c*c /c

c c c c% c& c %&c c c c c c c 5cA c c c 5 cH c c3c cc cc c c c cc c c c !/c c c *

c-c+c c c *

c- -c+c c c * c c c9c* c c c c3c c c- ,c c ccc c % c Dcc3c c c/c Integrated Change Controlc c !ccc c cc c c9- 2c c2c%c c!ccc.c c cc c cccc.c c c %/c c c c c c <c c% c c c * c c c c *

c--c c-c+c c c *

c9c* c c c 9- 2c c /c c c c c% c& c %&c c c c c c c 5cA c c c cc0 c0c c c !/c c c +- c c*c c c * c c*c c c cK c c c c&cK c c c +- cc* c-c c--c+c c c +- c cH c9c* c c c 9- 2c c % c Dc?c3c /cClose Projectc

c c c c c c c c

%/c c c c c9 c c 5c=c! " c c c <c c% c c 9- 2c

/c c c c c% c& c %&c c c c c c c 5cA c c c !/c c c + -cc c c c cc c c c c ,c&-,c*c c c c c ! " cc+cK c c c Scope Managementcc"cc c c

ccc .c c c&c cc /c Îc c c cccc cc cc2c c Îc 9 c c c - 2c c c cccc Îc ccc2 cc<0&c Îc ccc2 c c ccc Îc 5 c c cc cccc cc ccccc .c c &c D@c3c /cScope Planningc c c %/c c c 5=! " c c c c c c c c c&c& c c c c

c c /c c c 5cA c c c ,c ,c& c c c !/c c c c&c c c3c c c -cc

cc cc cc ccc ,c ccc2 c,c cc,c ccc c,c c ccc,c c -c c c>c cc>cc c .c c &c D@c3c /cScope Definitionc c cccccc4c c c c c .c c c %/c c c ! " cc+c c c cc&c& c c c c&c c c c c +- c c*c c c /c c c c c+ c c c + -c% c c c 5cA c c c & c+ c c c !/c c c c&c& c3c cc->c

cc .c c c * c c c c c&c c cK c c Differences between Preliminary Project Scope Statement and Project Scope Statement c cc&c& c c&c& c cc c cc &c9c c c&c& c 1 c % c &c + c <cK c Hc ,cc c2c c ccc c - c c cc ccc 9cccc .c .c&cc cccc c- c ccc

c -c c c ccc cccc.cc .c c

&c D@c3c /cCreate Work Breakdown Structurec c ccccc c c.cc +ccc ,cc<0&c2 c c2cc cccc ccc <0&cc c c cccc3c cc c ,c2c2c c2ccccc c c c %/c c c ! " c+c c c c&c& c c c c&c c c c c +- c c*c c c /c c c <0&c c3c c2c

c c-c,c Decompositionc3c2 c cc - 2cc c .c5 c-cc c c c.cc c ,c c 2c ,c cwork packagesc c2/c c c c 5 c c c c c c2c - cc c c c c2c cc c c c ) -c c - 2c c c c c2c ccc c c c +c c 2 cc cc cc c c !/c c c c&c& cK c c c <c0 c&c3c ,c c c c ð

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c c The Elements of a Good Work Breakdown Structure (WBS): 2c 9 c cc cc-c3ccc-c c -c - 2c

2c D c=c

,cc c2>-c cccc -c 2-c 2c 5 c cc 2 c 2c - cc cc -c2c c 2c c c c3ccccccc<0&,cccc c c - 2c 2c c2ccc

,cc c2.c c <0&c9 c3c c c 2c 2c cc c c cccc<0&.c c c Project:c!c! c+ c Work Package ID:c#.#.Bc3c c) c Work Package Description/c cc c c2c c cc c3c c c c c c c ,c cc c -,c cc-c ,c c c cc .c Assigned to:cAc& c Department:c% c Date Assigned/cL?=L#=L'c Date Due:cLBL=#Lc Est. Cost:ccM,LLLc ing Code/c!!+>##Bc c c&c c cK c Scope Baseline 3c 2 cccc,c<0&c c<0&c .c * c c c &c Dc3c c c/cScope Verificationc c &cH ccccc- c cc ,c-,ccccc c cc c.cc& c cc c,c2c&c H cc cc c cc3c.c c c %c c c c&c& c c c <0&c9 c c c c&c c c c c 9- 2c c c c c c %c3c c>2>c-cccc c c - 2.c c c !c c c + c9- 2c c c * c c c c *

c-c+c

c &c Dc3c c c/cScope Controlc c ccc ccc2c- cc cc c - cc.cc c c %c c c c&c& c c c <0&c c<0&c9 c c c c&c c c c c c*c c c +- c c*c c c <c c% c c c c c c cc& c3c ,c,cc c c cc c cccc2 .c c c H c+ c c c * c c c c c& cc 2 c-c c cc c c c c c c !c c c c&c& cK c c c <0&c c<0&c9 cK c c c &c0 cK c c c * c c c c *

c-c+c c c Time Managementcccc c c c c2ccccc .c& cc2c c cc

c c c ccccc.c c - cc2 c c cc c3ccc ,c c .cc c ,c,c c&c c c c c3c c cccc c c cc.cc c c c cc /c Îc +-c9c Îc +-c& c Îc +-c*c5 c Îc +-c9 c5 c

Îc & c9- c Îc & cc c c

c

c D@c3c /cActivity Definition K cc c<0&,c c c -ccc ccccc cc cc -ccc2c .c c c %c c c 5- c c c! " c+c c c Work Breakdown Structurec3cc c cc <0&c9 c c c c c c c c c c c Decompositionc3c cc c cc2 ccc<0&cc cc c c -.c c c c c c * c< -c c3c c cc -c 2 c c c c ccc cc c -c ,cccc -c cc c c .c cc- c cc.c c c 5cA c c c c c3c c

c -c cc2c- ccc c<0&c c c2cc .c c c !c c c Activity °istc3c ccc c -c c cc2c cc cc ccc c c +-c+2c c c cc3c1cc c c c cc2c cc 2 cc c c c * c c c D@c3c /cActivity Sequencing

cc -cc c cc -ccc cc c2c .c %cc c c -c c c2c c - .c c c %c c c c&c& c c c +-cc3cc c ccccc c c +-c+2c c c cc

c c c c

c

+- c c*c c

c

Precedence Diagramming Method (PDM)c3cc c

c .c

-c c2c c ,c c2c

-c c2c ,ccc c cc 2-cc .cc +cc cAONc3c -cc c ccc c3cFinish to Start,c&cc,c&cc&c cccc c c +c9

c c+9 cc

-c ccc ,cc c c cc +cc cAOAc3c -cc c !c>&,c2c c cLc c:

;c -c c c & cJc c c c Dependency Determinationsc3cc c ccc

-c c2c c.cc c cc cc /c c c c c c3c c c ,c cc c c c 9 c c3c ccc c c c c c 5 c c3c ccc,c2c c2c .c c c Apply °eads and °agsc c c c c3c c -c c c c c c c c c3c c c c cc2c -6c cc cc2 c c c c !c c c Project Schedule Network Diagram >>cc c ,c2c -c

ccc cc c2c .c c c +-ccK c c c +-c+2cK c c c * c c c c D@c3c /cActivity Resource Estimating +cccc"cc -c cc 2c c - 2cccc2c

cc.c c c %c c c 5- c c! " c c c c Activity °istc3cc c ccccc c c +-c+2c c c *c+- 2c c c c c c=c c c c c c c

c c c c c c c c c c c c

c c c c c

5cA c + -c+ c 2 c5 c9 c c c& c 0 >Kc5 c

!c +-c*c* c c +-c+2cK c c *c0 c&c*0&c c *c cK c c * c c

c D@c3c /cActivity Duration Estimating c 5 c -ccc -ccc " cc cc ccc .c c c %c c c 5- c c c! " cc+c c c c&c& c c c +-cc3c cc c c +-c+2c c c +-c*c* c c c *c c3cc c c cc c cc c c c c c c c c c c c c 5cA c c c + c5 c c> c c3c -c c c -ccc cc c -c .c c c

c5 c3c c ,c..cc#c

c c c#LLc cc#c ,cc c#Lc

cc c#,LLLccc#c .c c c >c5 c c5* c3ccc cc ccc ,c ccc ,c c c7*7!=Bcc c -c>!=Bc c P + 4*R + O) / 6 c - cc5* ± O / 6 2c - cP ± O / 6) c c *-c+ c c c3c c c cc c c

-c c c c c !c c c Activity Duration Estimates c>cc c6c c c c cc c -ccc -c.c c c +-c+2cK c c c c

c D@c3c /cSchedule Development c !ccc c 0!1c,c cc cccc c-2c c c c cccc .cc c c %c c c ! " cc+c c c c&c& c c c +-cc c+-c+2c c c c& cJc9

c c c +-c*c* c c c *c c c c +-c9 c5 c c c c c c c c c c c & cJc+ c3c c ccc cc c c c c c c c c c3cc 2 cc -c ,cc c c ,cc ccc.ccK cc cccc c c cc c - c -c ccc .c c 5&c c5c3c5 c& c c5 cc c &c cc3c c& c c cc c c c c3c

cc c c -c c2c c=c cc c c & c c3c cc ccc c c c c.ccCrashingc--c ccc cc c c

c c.ccFast Trackingcc c> cc -cc c c c cc c3c cc c,c2cc c.c c c < >%c& c+ c c c3c c cc c cc -.c c c *c- c3cccc c cccc " 4c 2ccc.cc c c c c c3c c c2c c cc cc c -,c cc c c2c2c -.c c c c c& c c c + c c c c + c c c c c c & c c c c !c c c c& c3ccc c -cc cc2 c c ,c cc c- cc c c.c c cc c c c ccJc9

,c0 ccD c ,cc c c c c & c c9 c3c c c2ccc

cc c c ccc .c c c & c0 c3cc c cc c - c .cc

c c c c c c

c c c c c c

*c* cK c +-c+2cK c c cK c * c c c c cK c c

c Dc3c cGc/cSchedule Control & ccc c ccccccc cc c > c ccccccccc .c& cc c2c c -c,cccc c cccccc.cc c c %c & c c c c c & c0 c c c c*c c c +- c c*c c c c c c c c* c c c & c cc& c c c c c c c c c& c c c H c+ c c c & c cD c c c c !c c c & c c9 cK c c c & c0 cK c c c c c c c * c c c c *

c-c+c c c ! " cc+cK c c c +-cc c+-c+2cK c c c c c cK c c Free Float or Free Slack: c

cc c c -c c2c cc

cc c c cc2c c -.cc c c Negative Float:c -c c cc2c c c -cc .c % c c2 c c cc

- 2c cc .c c

Cost Managementccc$c c cc,cc ,cc.cccIt is the job of the PM to monitor and control cost against time, scope, quality and risk. c cc3cc5 c cc0 c cc3ccc c >c c3cc cc cccc c c c c cc .c H c5 c3c"c c c2c c- ccc c ccc.c c c D@c3c /cCost Estimatingc c +-c c cc c c " cc c cc .c c 5 c c * c ! cc c5 c >c?LNcc7c#LLNc c5 c >cBLNcc7c?LNc c5 c >c@LNcc7cBLNc 9-c5 c >c#?Ncc7c@LNc c5 c >c#LNcc7c#?cNc c ,cccc cc cc c ,cc ccc cc cc2.c c c %c c c 5c5- c c c c ! " cc+c c c c&c& c c c Work Breakdown Structurec c c <0&c9 c c c c c c c c c c c + c5 c3c c-cccc c c c 9 c*cc* c c c 0 >Kc5 c3c c c cc c c -c c c

c5 c3cc#ccM#LL,ccccccMLLc c c c c& c c c H c0 c+ c c c *-c+ c c c c cc( c!(cc c c c

!c c Activity Cost Estimatesc c +-cc5 c& c9 c c * c c c c c cK c

c c c c c c D@c3c /cCost Budgetingc c c0 c cc cc c c c cccc .c c c %c c c c&c& c c c <c0 c&c c<0&c c c c Activity Cost Estimatesc3cc cc c c +-cc5 c& c9 c c c c& c c c *c c c c c c c c c c c c c c c c+ c3c cc c -c-cc<0&c-c c c *-c+ cc c c

c5 c3c.ccc c2 cc c c c c c* c c c !c c c c0 c cc2 c c c c c* c c c c c cK c c c * c c c c Dc3c c c/cCost Control -c cc c c c c c c .cccc c ccc- c3c-cc ,c -cc2 ,c2c2c c - .c c c %c c c c0 c c c c c* c c c c*c c c <c c% c

c c c c c c

c c

+- c c*c c c c c

c c

c cc& c Performance Measurement Analysis Forecasting c c*-c c c& c H c c

c c c c c c c c !c c c c5 cK c c c c0 cK c c c c c c c c c c c * c c c c *

c-c+c c c ! " cc+cK c c c c c cK c c Earned Value and Formulas Term Budget at Completion Planned Value

AKA Description BAC How much was originally planned for this project to cost

PV

How much work should have been completed

Earned Value

EV

How much work was actually completed during a give period of time

Actual Cost

AC

The money spent during a given period

Cost Variance

CV

Schedule Variance

SV

Cost Performance Index Cumulative I

I

Difference between what was expected to be spent and what was spend Difference between where we planned to be and where we are in the schedule The rate at which project performance is meeting cost expectations

Schedule Performance Index Estimate At Completion

Formula None

Ic SPI

Rate at which project performance is meeting cost expectation from start to a point in time Rate at which project performance is meeting schedule expectations

EAC Projecting total cost at completion based on performance up to a point in time

Planned % Complete x BAC EV = Actual % Complete x BAC Sum of costs for given period CV = EV ± AC SV = EV - PV I= EV / AC Ic = EVc / ACc SPI = EV / PV

EAC = BAC / Ic BAC / I

Estimate To Completion Variance at Completion

ETC How much will be spent on the project

or AC + (BAC ± EV) / I ETC = EAC ± AC

based on past performance

VAC Difference between what was budgeted and what was spent

VAC = BAC EAC

Quality ManagementcccCc c ( cc:c ccc cccc cc .;c ( ccc2cccc ,c cc -c3reventionc-c .cc0 cc- c c c c ( ,c%&!>'LLL,c&c& ,c 9 4c >9>>+c.c c c c/c c TQMc3cccc c.c c Continuous Improvementc3c c:Kaizen;c3ccc cc - .c c JITc3c>> c"c-c .c c ISO 9000c3c cc c c .c: c cc ,c c c c ;c c Standard Deviation and Six Sigmac3cc c

c

C.@?Ncc cc cc#c c - ci c cc c

c

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