Notes

1. there would be question regarding critical path (2 questions) there will be list of activities A,B,C,D,E but all the answer options will be missing 1 of the activities. Each activity has constraints, 2 activities had constrain where B and C couldn't start before A. So I selected option where one of these were missing??
2. 4 question on the formulas, 3 were really easy one regarding ETC BTC and etc; formula i remember was BAC = AC + ETC; but i just guessed; other 3 were fine
3. 30-60 questions pretty easy
4. 22 questions required educated guess and known the phases and the structure of the project life cycle and what happens at each state
5. Make sure to know the change control process (this has like 15-20 question) on this alone


#### Steps of Validating a Project ##########
>>>> 1. Business Case has (feasibility studies, justification, alignment to strategic plan)
>>>> 2. Identify and analyse stakeholders
>>> feasibility study (if we have the resources to do it or not) and who are the stakeholders


#################### Kick-off Meeting ############
1. Kick Off Meeting Happens in Execution Phase

#### Scope Document ###########
1. according to offical Comptia Document Scope document is 1st thing created for project planning

90 MINUTES ON EXAM 100 QUESTION; LESS THAN 60 SECONDS EACH


TOP DOWN AND ANALOGOUS ESTIMATES ARE THE SAME THING (Book and Google Confirms it)


>>>> Cost Budgeting: Process of aggregating all cost estimates and establishing a project cost baseline

>>>>>>>>> QUALATATIVE RISK help us see which type of risk to prioritize and which type of risk to work on first


1. 3 IMPORTANT CONTRAINTS OF PROJECT ARE COST, TIME AND QUALITY ACCORDING TO COMPTIA
2. WORK BREAKDOWN STRUCTURE (WBS) IS COMPLETED AFTER SCOPE MANAGEMENT PLAN AND SCOPE STATEMENT ARE COMPLETED
3. LESSONS LEARNED DOCUMENT SHOULD NOT BE WITH OTHER PROJECT DOCUMENTS, WE DON'T WANT CUSTOMER TO FIND OUT WHAT WE LACKED!
4. COMMUNICATION PLAN DOES NOT USE WBS
5. PROJECT TEAM INFORCES THE RULES
6. CLOSURE MEETING CAN BE CONDUCTED AS CLOSURE OF A STAGE
7. EXECUTING IS THE LOGGEST PART OF PROJECT
8. any goverence question select answer 'organizational governance"
9. INITIAL RISK ASSESSMENT USING DELPHI TECHNIQUE AND BRAINSTORMING
** Quality metric, quality checklist, quality exit criteria [VERY IMPORTANT]
10. Gantt : A Gantt chart shows a task on a horizontal timeline. Dependencies are shown as well as milestones. Gantt charts are useful for providing a visual image of how long each task will take to complete
11. !IMPORTANT what its Known as a RISK !!! IMPORTANT when it happens RISK BECOMES ISSUE >>> GOES TO ISSUES LOG
12. Qualatative Risk allows you to categorize risk then do quantative analysis (Qualatative Risk Also Allows you to prioritize Risk)

CHANGE REQUEST MAKE SURE NOT TO FORGET TO OFFER ALTERNATIVE SOLUTION
PROJECT RISK: Uncertain event that can effect one Project Objective
EV is the EARND VALUE
PV is th ePLANNED VALUE


Conflict >>>>>>>.FORCE technique
Other Person is Pressuring >>> Force technique
Compromise is "give and take"
Confronting: to make clear decision
ANYTIME PROJECT Manager IS INVOLDED WITH TEAM MEMBER WE HAVE TO MAKE CONFORTING DECISION MOST OF THE TIME

############### VALIDATING PROJECT #######################33
1. Validate Business CASE2. Identify and analyze stakeholders
2. do feasiblity study and see if the company should do this project or not, alligns with organizations strategic goals or not
######## STRATEGY ########################################
!!high risk situations!! PUT YOURSELF IN THE SHOES, IF YOU CAN SEE ALTERNATIVE IF YOU CAN ASK YOUR SPONSOR
1. READ THE QUESTION VERY CAREFEULLY, READ IT AGAIN
2. UNDERSTAND THE PHASE OF THE QUESTION
3. ELIMINATE ANY OPTIONS THAT ARE ANSWERS BUT NOT ANSWERS IN THAT PHASE :)
Critical chain method (CCM): builds on CPM and considers resource planning to project the overall project schedule from failing to meet expectations

######## FORUMLAS

Cost Variance(CV) = Earned value (EV) - Actual cost (AC)(how much it costed vs how much it should have)
Schedule Variance (SV) = Earned value (EV) - Planned value (PV) (time wise are we where we wanted to be @)
VAC (variance at Completion), BAC (Budget at Closing) less (EAC) (Estimated at Closing)
VAC = BAC – EAC
ETC: estimate to COmplete
ETC: etimate to complete
SVI (Scheduale Performance Index, measures earned value over project value, less 1 is bad, over 1 is good)
SPI = EV/PV
Cost Performance Index = (Earned Value)/(Actual Cost) (less than 1 is bad, above 1 is good) EV is not the pc value, we want to compare current performance GOOD!
CPI = EV/AC
Estimate to complete (ETC) is a forecast of the cost of all remaining project work.
Budgeted Cost of Work Scheduled (BCWS) [dividing the number of days projected for a task by its budgeted cost]
EAC = AC + ETC; (do math switching to find other details )
##################### Different Types of Estimates ######################
1. analogous and top/down same thing: based on how much it cost to do similar projects in the past
2. Bottom-Up: people who will working on project will calculate the costs/on the different parts
##################### Different Project States ######################
1. forming: coming together, learn about project objectives and requirements
2. Storming: team member get comfortable with their positions and show power
3. Norming: team members get comfortable with each other, show mutual respect for each other
4. Preforming: great on team spirit and things are getting done
5. Adjoing: end of the given assignment
##################### Types of Project Endings ######################
Types of Project ending:
1. Addition: added to ongoing operations
2. Starvation: no money
3. Extinction: successful finish
4. Integration: project sources are being used for different project

Project performance tells you if the project is going on schedule or if project is going on budget. Work performance information (WPI) work performance management (WPM)

** Everything final seems to be called a BASELINE
###################### Project States (Start to END) ######################
Project States (Start to END)
1. Project is identified
2. Project Charter is Written (here within Project charter we get the Project Scope or write after) Get WRite off from Sponsor
3. Some how we have Project Scope
4. Planning section Work BreakDown Structure (WBS) is created has many levels where it has activities
>>>> Lowest level of WBS is called a Work Package Level
5. WE have Execution Phase (we have Quality Assurance)
>> Project Manager Creates Weekly Status Reports
6. We have Monitor and Controlling (WE have Quality Inspection)
>> RUN chart is used to see a trend (increasing like stock price)
>>> GANT chart shows different activities and time
AD and Precedence Diagram are based on Network Model
>>> Arrow Diagram: activity sequencing tehnique uses nodes to symobolize the dependencies of each other
7. Closing ( post-mortem or closing documents)
8. Each time there is Change request, 1 make sure recorded, try to find alternative solution, make sure has alternative solution, 1 analyize the impact, 2nd submit for approval, 3rd when aprroved make changes to procedures
>> Transition Face (includes how to train end users about the new project)


########### Vendor Related ##################
b. Statement of Work (SOW): list of things the vendor is well perform for the project, before the goods/services are delivered, with the deadlines
c. 4 Documents used in Vendor Selection:
i. RFI- Request for Information: ask vendor for information
ii. RFQ- Request for Quote from Vendor
Does not have RFT in the same process
iii. Request for Tender (RFT): Request for Vendor to submit an offer
Here we ask vendor to tender how much it will cost to do the task the company is looking to complete as listed (Request for Offer does not apply here)
iv. RFP – Request for proposal (or Request for BID)
Here the company has established relation and just asks partners that this is what they are looking to do; let us know how to have the best solution. Supplier plans everything out


END OF PLANNING PHASE IS WHEN PROJECT MANAGEMENT PLAN HAS BEEN SIGNED
###### Change Process ################
1. Identify the Change
>>> Log the change
2. Perform impact analysis
3. Give Alternative Options
4. Then Change Control Request must be submitted
5. Once approved manager must incorporate the change into the project


####### 9 Important Documents in Project Management ###############
1. Business Case: defines the reason to do the project and main shareholders
Feasibility study: do we have resources to complete this job (part of business case)
3. A feasibility study is all about business idea >>
>>viability while a business plan deals with business growth plan and sustainability.
###
2. Statement of Work: working with 3rd parties they will let you know what will they do and etc ..
3. Project Charter: is signed document gives authority to the project manager and has funding
4. Project Management Plan: has scope baseline, schedule baseline, cost baseline, work breakdown structure
>>> has to be signed by Project Sponsor
Quality Assurance: done in execution phase, to make sure the product meets quality requirements after its built
Quality Control: done in monitoring to test assure the products meet the right standards
Quality Metric: should work "100 percent of time"
>>> Work Breakdown is done in planning
QUALITY CHECKLIST: this is the document product is checked against before being shipped to customer



################################
!!!!!!!!!!BELOW SECTION JUST UNDERSTAND THE MAIN DIFFERENCES, NOT TOO MUCH MEMORIZATION!!!!!!!!!!
################################


MAIN SECTIONS OF PROJECT CHARTER: (VERY HIGH LEVEL)
*BUSINESS CASE IS NOT PART OF PROJECT CHARTER
**** Key project deliverables
**** High-level milestones
**** High-level cost estimates
**** Identify stakeholders
**** General project approach
**** Problem statement
**** High-level assumptions
**** High-level constraints


MAIN SECTIONS OF A SCOPE DOCUMENT: (VERY DETAILED)
**** Key Performance Indicators (KPIs) !!!!!!!!!!!!!
**** Scope boundaries
**** Constraints
**** Assumptions
**** Detailed objectives
**** Final project acceptance criteria
**** Validate scope statement with stakeholders

DIFFERENT GOVERENCES:
• Standards compliance
- Local, state, federal, ISO
• Internal process compliance
- Audit trails, retention, version control
• Decision oversight
- Change Control Board,
committee consulting
• Phase gate approval
- Tollgate approval, project
phase transition

RISK MANAGEMENT PLAN:
Initial risk assessment
• Risk matrix
• Risk register
• Risk response strategies
• Stakeholder risk tolerance

QUALITY MANAGEMENT PLAN:
• Quality metrics, control limits and frequency of measurement
• Quality assurance processes
• Quality control processes
• Quality baseline

COST MANAGEMENT PLAN:
* Cost Baseline
Control limits
• Assign costs
• Chart of accounts
• Project budget
• Cost estimates (bottom up, top down,
parametric, expert judgment, analogous)