CAPM Exam Overview Module

2014 © Avenew Indonesia Module #01 CAPM Exam Overview

2014 © Avenew Indonesia www.avenew.co.id | info@avenew.co.id
•  Project is a temporary endeavor undertaken to
create a unique product or services
•  Characteristics of Project:
–  Time-limited (it has a deﬁnite beginning and end)
–  Unique (it has not been attempted before by this
organization).
–  Comprised of interrelated activities.
–  Undertaken for a purpose (it will yield a speciﬁc
product, service, or result).

•  Developing a new product, service, or result;
•  Effecting a change in the structure, processes, stafﬁng, or style
of an organization;
•  Developing or acquiring a new or modiﬁed information system
(hardware or software);
•  Conducting a research effort whose outcome will be apply
recorded;
•  Constructing a building, industrial plant, or infrastructure; or
•  Implementing, improving, or enhancing existing business
processes and procedure

PROJECTS
OPERATIONS
Temporary in nature
On-going process
Has a deﬁnite start and end date
Does not have an end date
Progressively elaborated
(determined incrementally and continually
reﬁned and worked out in detail as the
project progresses)
Continous and repetitious

•  Project Management is the application of
knowledge, skills, tools, and techniques to project
activities in order to meet or exceed stakeholder
needs and expectations from a project
•  ART – intuitive genius is essential
•  SCIENCE – all factors can be predicted (status
check), review the plan, move forward!

Constraints
B
F
C
D
AScope
Quality
Schedule
Resources
Budget
E
Risks

•  Programs is defined as a group of related projects,
subprograms, and program activities managed in
coordinated way to obtain benefits not available from
managing individually
•  Program management is the application of knowledge,
skills, tools, and techniques to a program in order to meet
the program requirements and to obtain benefits and
control not available by managing project individually

•  A Portfolio refers to a collection of projects,
programs, sub portfolios, and operations
managed as a group to achieve strategic
objectives

•  Project-Based Organizations refer to various
organization forms that create temporary systems
for carrying out their work.
Functional
Matrix
Projectized

Functional
Weak Balanced Strong
Matrix
Less Formal
Authority
More Formal
Authority
Functional
Manager Stronger
Power Shared Between Project &
Functional Manager
Project Manager
Stronger

Organization
Structure
Project
Characteristics
Functional
Matrix
Projectized
Weak
Balanced
Strong
Project Manager’s
Authority
Little or None
Low
Low to
Moderate
Moderate to
High
High to Almost
Total
Resource
Availability
Little or None
Low
Low to
Moderate
Moderate to
High
High to Almost
Total
Who manages the
project budget
Functional
Manager
Functional
Manager
Mixed
Project
Manager
Project
Manager
Project Manager’s
Role
Part-time
Part-time
Full-time
Full-time
Full-time
Project
Management
Administrative Staﬀ
Part-time
Part-time
Part-time
Full-time
Full-time

•  Responsible for managing the project
•  Must have authority and accountability
•  Able to deal with conﬂicts
•  Integrate the project components
•  Accountable for the project failure
•  Understand professional responsibility
•  Lead and direct the project planning efforts
•  Assists the team and stakeholders during project execution
•  Control the project by measuring performance

•  Is the person paying for the project
•  May be internal or external to the company
•  In some organizations the sponsor is called the project champion
•  The sponsor and the customer may be the same person, although the
usual distinction is that the sponsor is internal to the performing
organization and the customer is external
•  May provide valuable input on the project, such as due dates and
other milestones, important product features, and constraints and
assumptions.

•  In some organizations, Project Manager does not exist and
use Project Coordinator
•  Are usually found in weak matrix or functional
organizations
•  Are weaker than a Project Manager
•  Have power to make some decisions and have some
authority
•  Report to a higher-level manager

•  The weakest of the three project management roles
•  Act primarily as a staff assistant and communication coordinator
•  Have little or no formal authority
•  Report to the executive who ultimately has responsibility for the
project
•  Cannot personally make or enforce decision
•  Are usually found in a functional organization or weak matrix

•  As anyone more senior than the project manager
•  Is to help prioritize projects
•  Makes sure the project manager has the proper authority
and access to resources
•  Issues strategic plans and goals and makes sure that the
company's projects are aligned with them
•  May be called upon to resolve conﬂicts within the
organization

•  Is the departmental manager in most organizational
structures, such as the manager of engineering, director of
marketing or information technology manager
•  Usually "owns" the resources that are loaned to the
project, and has human resources responsibilities for them
•  May be asked to approve the overall project plan

Plans
Processes
Policies
Procedures
Knowledge bases
OPA
Speciﬁc to and used
by the performing
organiza7on

Corporate Knowledge Base
§  Configura7on management knowledgebase
§  Financial databases
§  Historical informa7on & lesson learned
knowledge bases
§  Issue & defect management databases
§  Process management databases
§  Project files from previous projects
Processes and Procedures
§  Guidelines & criteria for standard processes &
procedures
§  Policies, product & project life cycles, and
quality polices & procedures
§  Templates
§  Procedures in execu7ng, monitoring &
controlling process, i.e. change control,
financial, issue & defect, communica7on, risks,
etc.
§  Project closure guidelines or requirements
OPA’s categories

•  Refers to conditions, not under the control of the project
team, that inﬂuence, constrain, or direct the project
Infrastructure
Government or
industry standards
Poli7cal climate
Marketplace
condi7on
Exis7ng human resources
Organiza7onal culture,
structure, and governance
EFF
Stakeholder risk
tolerances

•  Individuals who are involved in the project or whose
interest may be positively or negatively affected as a result
of the execution or completion of the project.
Sponsor
Customers & users
Sellers
Business partners
Organiza7onal groups
Func7onal managers
Project team
Other stakeholders

•  Project can be divided into phases to provide better
management control with appropriate links to the on-going
operation
•  Characteristic
–  Phases are generally sequential and are usually deﬁned by some
form of technical information transfer or technical component
hands-off
–  Cost and stafﬁng levels are low at start, peak during the
intermediate phases, and drop rapidly as the project is closing
•  The phases of project life cycle are not the same as the
Project Management process group

•  A project life cycle is a collection of project phases
•  Project phases are a collection of logically related
project activities, usually culminating in the
completion of a major deliverable.
•  Project phases are mainly completed sequentially,
but can overlap in some project situations.
Conceptual
Planning
Construction
Testing
Implementation
Closure

Project life cycle:
§  Phases within one project
may be overlapping
§  Typically one project
phase does not last more
than 6 months
§  Project phases may be
repeated during project
§  Project phases may not be
sequential
Product life cycle:
§  Phases are non-
overlapping
§  May last for several years
§  Each phase occurs only
once
§  Phases are sequential

•  Initiating Process
–  Processes performed to define a new project or a new phase of an
existing project by obtaining authorization to start the project or
phase
•  Planning Process
–  Processes required to establish the project scope, refine the
objectives, and define the course of action required to attain the
objectives that the project was undertaken to achieve
•  Executing Process
–  Processes performed to complete the work defined in the Project
Management Plan to satisfy the project specification

•  Monitoring and Controlling Process
–  Processes required to track, review, and regulate the project
progress and preformance; identify any areas in which changes to
the plan are required; and initiate to corresponding changes
(corrective action)
•  Closing Process
–  Processes performed to ﬁnalize all activies across all Project
Management Process Group to formally close the project or phase

•  COMPLETE
THE WORK
•  POST
IMPLEMEN-
TATION
REVIEW
•  DETAILED
PLANNING
•  PROJECT
DEFINITION
INITIATING PLANNING
EXECUTIN
G
CLOSING
MONITORING &
CONTROLLING

Time Cost
Scope
Quality
Risk
HumanResource
Communication
Procurement
Integration
Stakeholder

Knowledge
Areas
Project
Management
Process
Group
Ini9a9on
Planning
Execu9ng
Monitoring
&

Controlling
Closing
Project
Integra9on

Management
§  Develop
Project

Charter
§  Develop
Project

Management
Plan
§  Direct
and

Manage
Project

Execu9on
§  Monitor
and

Control
Project

Work

§  Perform
Integrated

Change
Control
§  Close

Project
or

Phase
Project
Scope

Management

§  Plan
Scope

Management

§  Collect

Requirements

§  Deﬁne
Scope

§  Create
WBS
§  `Validate
Scope

§  Control
Scope
Project
Time

Management
§  Plan
Schedule

Management

§  Deﬁne
Ac9vi9es

§  Sequence
Ac9vi9es

§  Es9mate
Ac9vity

Resources

§  Es9mate
Ac9vity

Dura9ons

§  Develop
Schedule
§  Control
Schedule

Knowledge
Area
Project
Management
Process
Group
Ini9a9on
Planning
Execu9ng
Monitoring
&

Controlling
Closing
Project
Cost

Management
§  Plan
Cost

Management

§  Es9mate
Costs

§  Determine
Budget
§  Control
Costs
Project
Quality

Management

§  Plan
Quality

Management
§  Perform
Quality

Assurance
§  Control
Quality
Project
Human

Resources
Management
§  Plan
Human

Resource

Management
§  Acquire
Project

Team

§  Develop
Project

Team

§  Manage
Project

Team

Project
Communica9on

Management
§  Plan

Communica9ons

Management
§  Manage

Communica9ons
§  Control

Communica9ons

Knowledge
Area
Project
Management
Process
Group
Ini9a9on
Planning
Execu9ng
Monitoring
&

Controlling
Closing

Project
Risk

Management

§  Plan
Risk

Management

§  Iden9fy
Risks

§  Perform
Qualita9ve

Risk
Analysis

§  Perform

Quan9ta9ve
Risk

Analysis

§  Plan
Risk
Responses
§  Control
Risks

Project
Procurement

Management
§  Plan
Procurement

Management
§  Conduct

Procurements
§  Control

Procurements
§  Close

Procurements
Project
Stakeholder

Management
§  Iden9fy

Stakeholders
§  Plan
Stakeholder

Management
§  Manage

Stakeholders

Engagement
§  Control

Stakeholders

Engagement

Project Integration Management includes the processes and
activities needed to identify, define, combine, unify, and
coordinate the various processes and Project Management
activities within Project Management Process Groups
Integration includes characteristics of unification,
consolidation, communication, and integrative actions that
crucial to controlled project execution through completion,
successfully managing stakeholder expectations, and meeting
requirements

Project Integration Management includes the processes and activities
needed to identify, define, combine, unify, and coordinate the various
processes and Project Management activities within Project Management
Process Groups

Develop Project Charter
The process of developing a document that formally authorizes
a project or a phase and documenting intial requirements that
satisfy the stakeholders need and expectation
The Key Benefit:
A well-defined project start and project boundaries, creation of
a formal record of the project, and a direct way for senior
management to formally accept and commit to the project

•  Constraint
– Factor that will limit the Project Team’s option
– Applicable restriction that will affect project
performance
•  Assumption
– Factors that, for planning purposes, are
considered to be true, real, or certain
– Assumption generally involves a degree of risk

•  Project Charter is a document that formally
recognizes the existance the existance of a
project.
•  It is signed by the performing organization’s senior
management
•  It clearly establishes the Project Manage’s right to
make decisions, lead the projects and allocate
resources in project activities

•  It should include a high-level milestone view of the
project schedule
•  It is high-level document that does not include
project details
•  It includes a summary-level preliminary project
budget

•  Develop Project Management Plan - the process of
documenting the actions necessary to deﬁne, prepare, integrate, and
coordinate all subsidiary plans.
INPUTS
•  Project Charter
•  Outputs from
Planning Processes
•  Enterprise
Enviromental
Factors
•  Organizational
Process Assets
TOOLS & TECHNIQUES
•  Expert judgment
•  Facilitation
techniques
OUTPUTS
•  Project
Management Plan

•  A formal and approved document that deﬁnes how the
project is executed, monitored and controlled. It may be in
a form of an executive summary or a detailed document,
and it may compose one or more subsidiary management
plans and other planning documents
•  Baseline: the original Project Plan with approved changes.
It is used to monitor project progress and forecast the
project ﬁnal cost and schedule

Project plan is used to:
•  Guide project execution
•  Document project planning assumption
•  Document project planning decision based on the selected
alternatives
•  Facilitate communication among stakeholders
•  Deﬁne key management review
•  Provide a baseline for progress measurement and project
control

•  Direct & Manage Project Work - the process of leading
and performing the work deﬁned in the Project Management Plan to
achieve project’s objectives.
INPUTS
•  Project
Management Plan
•  Approved Change
Requests
•  Enterprise
Enviromental
Factors
Process Assets
TOOLS & TECHNIQUES
•  Project
Management
Information
Systems
•  Meetings
OUTPUTS
•  Deliverables
•  Work Performance
Data
•  Change Request
•  Project
Management Plan
Updates
•  Project Document
Updates

•  These activities include, but are not limited to:
–  Perform acitivites to accomplish project requirements
–  Create project deliverables
–  Staff, train and manage the team members assigned to the project
–  Obtain, manage, and use resources including materials, tools,
equipment, and facilities
–  Implement the planned methods and standards
–  Generate project data (cost, schedule, technical & quality process,
status to facilitate forecasting)

•  Deliverables
–  The most important output
–  Any product, service, or result that must be completed
in order to ﬁnish the project
•  Work Performance Information
–  The second most important
–  The information on the status of deliverables
–  Is used by several other process
–  Report on how far along a deliverable is and how it is
tracking against the plan

•  Monitor & Control Project Work - the process of tracking, reviewing,
and reporting the progress to meet the performance objectives
deﬁned in the Project Management Plan
INPUTS
•  Project Management Plan
•  Schedule Forecasts
•  Cost Forecasts
•  Validated Changes
•  Work Performance Information
•  Enterprise Enviromental Factors
•  Organizational Process Assets
TOOLS & TECHNIQUES
•  Analytical
Techniques
•  Project
Management
Information System
•  Meetings
OUTPUTS
•  Change Request
Reports
•  Project
Management Plan
Updates
Updates

•  All monitoring and controlling processes fulfill a
sort of oversight role on the project.
•  Comparing the work results to the plan and make
whatever adjustments are necessary to ensure
that they match and that any necessary changes
in the work or the plan are identified and made.
•  Monitoring all project information to ensure that
risks are being identified and managed properly
and to make sure that performance is on track.

•  Perform Integrated Change Control – The process of reviewing all
change request, approving changes, and managing changes to the
deliverables, organizational process assets, project documents, and
project Management Plan
INPUTS
•  Project Management
Plan
Reports
•  Change Requests
•  Enterprise
Enviromental Factors
Process Assets
TOOLS & TECHNIQUES
•  Change Control
Tools
•  Meetings
OUTPUTS
Requests
•  Change Log
•  Project
Management Plan
Updates
Updates

•  The process of ﬁnalizing all activities across Project
Management Process Groups to formally complete the
project or phase
INPUTS
•  Project
Management Plan
•  Accepted
Deliverables
Process Assets
TOOLS & TECHNIQUES
•  Analytical
Techniques
•  Meetings
OUTPUTS
•  Final products,
services or result
transition
Process Assets
Updates

•  Includes all administrative closure activities
necessary to close the project or phase:
–  To conﬁrm that the project or phase has met all stakeholders’
requirements
–  To verify that all deliverables have been achieved and accepted
–  To satisfy the project or phase completion or exit criteria
–  To transfer the products or services to the next phase (production
and/or operation)
–  To collect project or phase record
–  To audit project success or failure
–  To gather project Lesson Learned
–  To archive project information for future use

Project Scope Management includes the processes required
to ensure that the project includes all the work required, and only the
work required, to complete the project successfully
Collect
Requirements
Define Scope
Create WBSValidate ScopeControl Scope
PLANNING
MONITORING & CONTROLING
Plan Scope
Management

•  Plan Scope Management – Creating a scope management
plan that documents how the project scope will be
deﬁned, validated, and controlled
INPUTS
•  Project management
plan
•  Enterprise
environmental factors
•  Organizational process
assets
TOOLS & TECHNIQUES
•  Expert judgement
•  Meetings
OUTPUTS
•  Scope management
plan
•  Requirements
management plan

•  Collect Requirement – the process of determining, documenting, and
managing stakeholders’ needs and requirements to meet project
objectives
INPUTS
•  Scope management
plan
•  Requirements
management plan
•  Stakeholder
management plan
•  Stakeholder Register
TOOLS & TECHNIQUES
•  Interviews
•  Focus Groups
•  Facilitated Workshops
•  Group Creativity Techniques
•  Group Desicion Making Techniques
•  Questionnaires and Surveys
•  Observations
•  Prototypes
•  Benchmaring
•  Context Diagram
•  Document Analysis
OUTPUTS
•  Requirements
Documentation
•  Requirements
Traceability Matrix

•  Deﬁne Scope – the process of developing a detailed
description of project and product
INPUTS
•  Scope Management
Plan
•  Requirements
Documentation
•  Organizational Process
Assets
TOOLS & TECHNIQUES
•  Product Analysis
•  Alternatives generation
•  Facilitated Workshops
OUTPUTS
•  Project Scope
Statement
Updates

•  Contains many details pertaining to the project
and product deliverables, including:
–  The goals of the project
–  The product description
–  The requirements for the project
–  The constrains and assumptions
–  The identiﬁed risks related to the scope
•  Output from Scope Planning
•  A basis to keep the project on track

•  Create Work Breakdown Structure – the process of
subdividing project deliverables and project work into
smaller and more manageable components. WBS
provides a structured vision of what has to be delivered
INPUTS
•  Scope Management Plan
•  Project Scope Statement
•  Requirements
Documentation
•  Enterprise
Environmental Factors
Assets
TOOLS & TECHNIQUES
•  Decomposition
•  Expert Judgment
OUTPUTS
•  Scope Baseline
Updates

•  “deliverable-oriented hierarchical decomposition of
the total scope of work to be carried out by
project team to accomplish project objectives and
create required deliverables”
•  Work not included in WBS is not within project
scope

•  A baseline (whether for scope, schedule, cost, or
quality) is the original plan plus all approved changes
•  The approved version of scope statement, WBS, and
its associated WBS dictionary, that can be changed
only through formal change control procedures and is
used as a basis for comparison à original plan +
approved changes
•  Represents the combination of the project scope
statement, the WBS, and the WBS dictionary
•  It is placed under control
•  Changes to the scope are made according to the
scope management plan

•  Is a deliverable-oriented groups of project components
that organize and deﬁne the total project scope
•  Work that are not in the WBS is outside the project scope
•  Normally presented in a chart form
•  The item at the lowest level of WBS is referred to as work
packages
•  It is a communication tool among stakeholders
WBS is used for staffing, estimating, identifying risk, network
diagramming (schedule)

•  The work package can not be easily decomposed
any further
•  The work package is small enough to be
estimated for time (effort)
•  The work package is small enough to be
estimated for cost
•  The work package may be assigned to a single
person

•  Validate Scope – the process of formalizing acceptance of the
completed project deliverables. It brings objectivity to the acceptance
process and increases the chance of ﬁnal product, service, or result
acceptance by validating each variable
INPUTS
•  Project Mangement
Plan
•  Requirements
Documentation
•  Requirement
Traceability Matrix
•  Verified Deliverables
Data
TOOLS & TECHNIQUES
•  Inspection
•  Group Decision-Making
Techniques
OUTPUTS
•  Accepted Deliverables
Information
Updates

•  Control Scope – the process of monitoring project status, product
scope, and managing changes to the scope baseline
INPUTS
Plan
•  Requirements
Documentation
•  Requirements
Traceability Matrix
Data
Assets
TOOLS & TECHNIQUES
•  Variance Analysis
OUTPUTS
Information
Plan Updates
Updates
Assets Updates

Project Time Management includes the processes required to
accomplish timely completion of the project.
Define
Activities
Control
Schedule
Planning
Sequence
Activities
Estimate
Activity
Resources
Estimate
Activity
Durations
Develop
Schedule
Plan Schedule
Management
Monitoring &
Controlling

•  Plan Schedule Management – the process of establishing
the policies, procedures, and documentation for planning,
developing, managing, executing and controlling the projet
schedule.
INPUTS
Plan
•  Enterprise
Assets
TOOLS & TECHNIQUES
•  Analytical Techniques
•  Meetings
OUTPUTS
•  Schedule Management
Plan

•  Deﬁne Activities – the process of identifying spesiﬁc
actions to be performed to result project deliverables
INPUTS
Plan
•  Enterprise
Assets
TOOLS & TECHNIQUES
•  Decomposition
•  Rolling Wave Planning
OUTPUTS
•  Activity List
•  Activity Attributes
•  Milestone List

•  Sequence Activities – the process of identifying and
documenting relationship among activities
INPUTS
Plan
•  Milestone List
•  Project Scope
Statement
•  Enterprise
Assets
TOOLS & TECHNIQUES
•  Precendence
Diagramming Method
(PDM)
•  Dependency
Determination
•  Leeds and Lags
OUTPUTS
•  Project Schedule
Network Diagrams
Updates

•  Creates a graphical representation of the schedule
activities in the order in which they must be
performed on the project
•  Activities are represented by the nodes
(rectangles), with arrows representing the
dependencies that exist between the activities
121

Ini9al
Design

10
days

A120

DraQ
Drawing

20
days

A130

Run
Simula9on

15
days

121

Finish
Design

10
days

•  Activities are represented by the nodes (rectangles), with arrows
representing the dependencies that exist between the activities.
•  Four types of relantionship between task:
–  FS = Finish to Start

The initiation of successor work depends upon the completion of
predecessor work
–  SS = Start to Start

The initiation of successor work depends upon the initiation of
predecessor work
–  FF = Finish to Finish

The completion of successor work depends upon the completion
of predecessor work
–  SF = Start to Finish

The completion of successor work depends upon the initiation of
predecessor work

•  The activities are represented on the arrows, with
the nodes being connecting points
A

10

A

20

A

50

A

30

A

40

A

60

Ini9al
Design

DraQ
Drawing

Run
Simula9on

Final
Design

10
Days

20
Days

15
Days

10
Days

NODE
1
NODE
2

DUMMY

NO
DURATION

NODE
1
NODE
2

ACTIVITY

DURATION

•  Estimate Activity Resources – the process of estimating
the type and quantities of material, people, equipment,
and supplies required to perform each schedulled activity
INPUTS
•  Schedule Management Plan
•  Resource Calendars
•  Risk Register
•  Activity Cost Estimates
•  Enterprise Environmental
Factors
TOOLS & TECHNIQUES
•  Expert Judgment
•  Alternatives Analysis
•  Published Estimating
Data
•  Bottom-up Estimating
Software
OUTPUTS
•  Activity Resources
Requirements
•  Resource Breakdown
Structure
Updates

•  Estimate Activity Duration – the process of estimating
number of work periods to complete individual activity with
estimated resources
INPUTS
•  Activity Resource Requirements
•  Resource Breakdown Structure
Factors
TOOLS & TECHNIQUES
•  Analogous Estimating
•  Parametric Estimating
•  Three-point Estimates
•  Reserve Analysis
OUTPUTS
•  Activity Duration
Estimates
Updates

•  Develop Schedule – the process of analyzing activity
sequences, duration, resource requirements, and schedule
constraints to create project schedule
INPUTS
•  Project Schedule Network Diagrams
•  Activity Resources Requirements
•  Activity Duratin Estimates
•  Project Staff Assignments
•  Resource Breakdown Structure
•  Enterprise Environmental Factors
TOOLS & TECHNIQUES
•  Schedule Network Analysis
•  Critical Path Method
•  Critical Chain Mathod
•  Resource Levelling
•  What-if Scenario Analysis
•  Applying leads and legs
•  Schedule Compression
•  Scheduling Tool
OUTPUTS
•  Schedule Baseline
•  Schedule Date
•  Project Document Updates

•  A project’s critical path is the combination of
activities that, if any are delayed, will delay the
project’s finish
•  Has three main purposes:
–  To calculate the project’s finish date
–  To identify how much individual activities in the
schedule can slip (or “float”) without delaying the
project
–  To identify the activities with the highest risk that cannot
slip without changing the project finish date

•  Control Schedule – the process of monitoring project
status, updating project progress, and managing schedule
changes
INPUTS
•  Work Performance Data
•  Project Calendars
•  Schedule Dtaa
Assets
TOOLS & TECHNIQUES
•  Performance Reviews
Software
•  Resource Optimization
Techniques
•  Modeling Techniques
•  Leads and legs
•  Schedule Compression
•  Scheduling Tool
OUTPUTS
Information
•  Schedule Forecasts
Updates
•  Project Documents Updates
Assets Updates

Project Cost Management includes the processes involved in
estimating, budgeting, and controlling costs so that the project can be
completed within the approved budget
Estimate
Costs
Control Cost
Planning
Monitoring &
Controlling
Plan Cost
Management
Determine
Budget

•  Plan Cost Management – the process that establishes the
policies, procedures, and documenting for planning,
managing, expending, and controlling project costs.
INPUTS
• Project Management
Plan
• Project Charter
• Enterprise
• Organizational Process
Assets
TOOLS & TECHNIQUES
• Expert judgment
• Analytical Techniques
• Meetings
OUTPUTS
• Cost Management Plan

•  Estimate Costs – the process of developing an estimate of
monetary resources needed to complete project activities
INPUTS
•  Cost Management Plan
•  Human Resource Plan
Factors
Assets
TOOLS & TECHNIQUES
•  Analogous Estimating
•  Parametric Estimating
•  Bottom-up Estimating
•  Three-point Estimates
•  Cost of Quality
Software
•  Vendor Bid Analysis
•  Group decision-making
techniques
OUTPUTS
•  Basis of Estimates

•  Determine Budget – the process of aggregating
the estimated cost of individual activities or work
packages to establish an authorized cost baseline
INPUTS
•  Basis of Estimates
•  Agreements
Assets
TOOLS & TECHNIQUES
•  Cost Aggregation
•  Historical Relationships
•  Funding Limit
Reconciliation
OUTPUTS
•  Cost Baseline
•  Project Funding
Requirements

•  The cost performance baseline is an authorized
time-phase budget used to measure, monitor, and
control overall project cost performance
•  It is the summary of approved budget by time
period and is typically displayed in the S-Curve
form

100%

0%

Report
Date

Cost
Baseline

Under
Budget

Actual
Curve

Over
Budget

•  Control Cost – the process of developing an
estimate of monetary resources needed to
complete project activities
INPUTS
•  Project Funding
Requirements
Assets
TOOLS & TECHNIQUES
•  Earned Value Management
•  Forecasting
•  To Complete Performance
Index (TCPI)
•  Performance Reviews
Software
OUTPUTS
Information
•  Cost Forecasts
Updates
Assets Updates

Project Quality Management includes the processes and
activities of the performing organization that determine quality
policies, objectives, and responsibilities so that the project will satisfy
t h e n e e d s f o r w h i c h i t w a s u n d e r t a k e n
Plan Quality
Management
Perform Quality
Assurance
(Process Focus)
Control Quality
(Product Focus)
Planning
Executing
Monitoring &
Controlling

•  QUALITY is the totality of characteristic of an
entity that bear the ability to satisfy the stated and
implied needs
•  GRADE is a category or rank given to entities that
have similar functional use but in different
requirement for quality
•  LOW QUALITY is always a problem, but LOW
GRADE is no necessary a problem

•  Plan Quality Management – the process of identifying
quality requirement and/or standards for the project and
product, and documenting the project compliance
INPUTS
•  Requirements
Documentation
Factors
Assets
TOOLS & TECHNIQUES
•  Cost-Benefit Analysis
•  Cost of Quality
•  Seven Basic Quality Tools
•  Benchmarking
•  Design of Experiments
•  Statistical Sampling
•  Additional Quality Planning
Tools
•  Meetings
OUTPUTS
•  Quality Management Plan
•  Process Improvement Plan
•  Quality Metrics
•  Quality Checklists

•  Perform Quality Assurance – the process of auditing the
quality requirements and the results from quality control
measurements to ensure appropriate quality standars and
operational deﬁnitions are used
INPUTS
Plan
•  Process Improvement
Plan
•  Quality Control
Measurement
•  Project Documents
TOOLS & TECHNIQUES
•  Quality Management
and Control Tools
•  Quality Audits
•  Process Analysis
OUTPUTS
Plan Updates
Updates Organizational
Process Assets
Updates

•  Perform Quality Control - the process of monitoring and
recording results of executing quality management plan
activities to asess performance and recommend necessary
changes
INPUTS
•  Quality Checklists
•  Approved Change Requests
•  Deliverables
Assets
TOOLS & TECHNIQUES
•  SevenBasic Quality Tools
•  Statistical Sampling
•  Inspection
•  Approved Changes
Requests Review
OUTPUTS
•  Quality Control
Measurements
•  Validated Changes
•  Verified Deliverables
Information
Updates
Assets Updates

Project Human Resource Management includes the processes
that organize, manage, and lead the project team. The project team is
comprised of people with assigned roles and responsibilities to complete
the project.
Plan Human
Resources
Management
Acquire
Project Team
Develop
Project Team
Planning Executing
Manage
Project Team

•  Plan Human Resource Management – the process of identifying and
documenting project roles, responsibilities, requires skills, reporting
relationship, and creating the stafﬁng management plan
INPUTS
Plan
•  Activity Resources
Requirements
•  Enterprise
Process Assets
TOOLS & TECHNIQUES
Charts and Position
Descriptions
•  Networking
Theory
•  Expert Judgement
•  Meetings
OUTPUTS
•  Human Resource
Management Plan

•  Acquire Project Team - the process of conﬁrming human resource
availability and obtaining the team required to complete project
assignment
INPUTS
Management Plan
•  Enterprise
Environmental
Factors
Process Assets
TOOLS & TECHNIQUES
•  Pre-assignment
•  Negotiation
•  Acquisition
•  Virtual Teams
•  Multi-criteria
Decision Analysis
OUTPUTS
•  Project Staff
Assignments
•  Project
Management Plan
Updates

•  Develop Project Team - the process of improving the
competencies, team interaction, and the overall team
environment to enhance project performance
INPUTS
Management Plan
Assignments
TOOLS & TECHNIQUES
•  Interpersonal Skills
•  Training
•  Team-Building Activities
•  Ground Rules
•  Co-location
•  Recognition and
Rewards
•  Personnel Assessment
Tools
OUTPUTS
•  Team Performance
Assignments
•  Enterprise
Environmental
Factors Updates

•  Manage Project Team - the process of tracking team
member performance, providing feedback, resolving
issues, and managing changes to optimize project
performance
•  Is performed as long as there is a team on the project
INPUTS
Management Plan
Assignments
•  Team Performance
Assessments
•  Issue Log
Reports
Process Assets
TOOLS & TECHNIQUES
•  Observation and
Conversation
•  Project Performance
Appraisals
•  Conflict Management
OUTPUTS
Plan Updates
Updates
•  Enterprise
Updates
Process Assests
Updates

Project Communication Management includes the processes
required to ensure timely and appropriate generation, collection, distribution,
storage, retrieval, and ultimate disposition of project information
Plan
Communications
Manageent
Manage
Communications
Control
Communications
Planning Executing
Monitoring &
Controlling

•  Plan Communication Management - the process of developing an
appropriate approach and plan for project communications based on
stakeholder’s information needs and requirements, and available
organizational assets.
INPUTS
•  Project
Management Plan
•  Stakeholder
Register
•  Enterprise
Environmental
Factors
Process Assets
TOOLS & TECHNIQUES
•  Communication
Requirements
Analysis
Technology
Models
Methods
•  Meetings
OUTPUTS
•  Communications
Management Plan
Updates

•  Manage Communications - the process of creating,
collecting, distributing, storing, retrieving, and the ultimate
disposition of project information in accordance to the
communications management plan.
INPUTS
Management Plan
Reports
•  Enterprise
Assets
TOOLS & TECHNIQUES
Technology
•  Communication Models
Methods
•  Information
Management Systems
•  Performance
Reporting
OUTPUTS
•  Project
Communications
Plan Updates
Updates
Assets Updates

•  Control Communications - the process of monitoring and
controlling communications throughout the entire project
life cycle to ensure the information needs of the project
stakeholders are met.

INPUTS
•  Project
Management Plan
•  Project
Communications
Data
•  Issue Log
Process Assets
TOOLS & TECHNIQUES
•  Information
Management
Systems
•  Meetings
OUTPUTS
Information
Plan Updates
Updates
Assets Updates

Risks

•  Risk has two characteristics:
– Risk is related to an uncertain event
– A risk may affect the project for good or
for bad
•  Project risk includes both threats to the
projects objectives and opportunities those
objectives

Plan Risk Management
How
to
approach
&
plan

risk
management
ac9vi9es

Identify Risks
What
could
go
wrong
and

what
could
be
opportuni9es

Evaluate Risks
Assessment
&
analysis
the

consequences

Respond Risks
What
can
we
do
about
it?

Control Risks
How
eﬀec9ve
risk

responses
and
are
there

new
risks
occurred?

•  Plan Risk Management – the process of deciding how to
approach and plan risk management activities in the
project
INPUTS
Plan
•  Enterprise
Assets
TOOLS & TECHNIQUES
•  Meetings
OUTPUTS
•  Risk Management Plan

•  Identify Risk - the process of determining which risks may
affect the project and documenting their
INPUTS
•  Quality Management Plan
•  Human Resource Management Plan
•  Activity Durations Estimates
•  Procurement Documents
•  Enterprise Environmental Factors
TOOLS & TECHNIQUES
•  Documentation Reviews
•  Information Gathering
Techniques
•  Checklist Analysis
•  Assumption Analysis
•  Diagramming Techniques
•  SWOT Analysis
OUTPUTS

•  A document containing the results of qualitative
risk analysis, quantitative risk analysis, and risk
response planning
•  Contains all details of identiﬁed risks, including
description, category, cause, proposed
responses, owners, and current status.
•  Is a component of Project Management Plan

•  Perform Qualitative Risk Analysis – the process of
prioritizing risks for further analysis or action by assessing
and combining their probability of occurence and impact
INPUTS
•  Enterprise Environmen
Assets
TOOLS & TECHNIQUES
•  Risk Probability and
Impact Assessment
•  Probability and Impact
Matrix
•  Risk Data Quality
Assessment
•  Risk Categorization
•  Risk Urgency
Assessment
OUTPUTS
Updates

•  Perform Quantitative Risk Analysis – the process of
numerically analyzing the effect of identiﬁed risks on overall
project objectives
INPUTS
Plan
•  Enterprise
Assets
TOOLS & TECHNIQUES
•  Data Gathering and
Representation
Techniques
•  Quantitative Risk
Analysis and Modeling
Techniques
OUTPUTS
Updates

•  Plan Risk Response – the process of developing options
and actions to enhance or exploit opportunities and to
reduce or eliminate threats to project objectives
INPUTS
•  Risk Management
Plan
TOOLS & TECHNIQUES
•  Strategies for
Negative Risks or
Threats
•  Strategies for
Positive Risks or
Opportunities
•  Contingent
Response Strategies
OUTPUTS
•  Project
Management Plan
Updates
Updates

Negative Risk Response Strategies Positive Risk Response Strategies
AVOID
(Eliminate the Cause)
TRANSFER
(Find 3rd party to be
accountable or do work)
MITIGATE
(Reduce probability and/or
impact)
EXPLOIT
(Enable the Cause)CAUSE
OUTSOURCE
PROBABILITY &
IMPACT
Negative or Positive
Risk Response Strategies
ACCEPT
(No actionable response)
Remove

ac9vi9es

or
people

Ex:

Insurance

Fixed
Price

Contract

Ex:
Training

Prototype

Add

ac9vi9es
or

people

Investors

Partnering

Ex:

Incen9ves

SHARE
(Find 3rd party to support and
share in gain)
ENHANCE
(Increase probability and/or
impact)

INPUTS
Plan
Data
Reports
TOOLS & TECHNIQUES
•  Risk Reassessment
•  Risk Audits
•  Variance and Trend
Analysis
•  Technical Performance
Measurement
•  Meetings
OUTPUTS
Information
Plan Updates
Updates
Assets Updates
•  Monitor
&
Control
Risk
–
the
process
of
execu9ng
risk

response
plan,
tracking
iden9ﬁed
risk,
monitoring
residual

risks,
iden9fying
new
risks,
and
evalua9ng
risk
process

eﬀec9veness
throughout
the
project

Project Procurement Management includes the processes
necessary to purchase or acquire products, services, or results
needed from outside the project team to perform the work
Plan
Procurement
Management
Conduct
Procurements
Planning
Control
Procurements
Close
Procurements
Executing Closing
Monitoring &
Controlling

•  Plan Procurement – the process of documenting
project purchase decision, the approach, and
identifying potential sellers
INPUTS
• Project Management Plan
• Requirements Documentation
• Risk Register
• Activity Resource
Requirements
• Project Schedule
• Activitiy Cost Estimates
• Stakeholder Register
• Enterprise Environmental
Factors
• Organizational Process Assets
TOOLS & TECHNIQUES
• Make-or-buy Analysis
• Expert judgment
• Market Research
• Meetings
OUTPUTS
• Procurement Management
Plan
• Procurement Statement of
Work
• Procurement Documents
• Source Selection Criteria
• Make-or-buy Decision
• Change Requests
• Project Documents
Updates

•  Fixed Price Contracts
– A fixed total price for a well defined product
– The risk is on the seller since any cost overruns
may not be passed to the buyer
– Is very popular when the scope of works
thoroughly defined and completely known
– Can be more expensive than cost reimbursable
– Example: Building a house at a fixed price

•  Cost Reimbursable Contracts
– Payment to the seller for its actual cost
– The risk is on the buyer
– Often used when the buyer can only describe
what they need rather than what it can do
– Simpler scope of work
– Example: Building a house at cost reimbursable
price

•  Time & Material
–  Hybrid type of contractual arrangement that contains
aspect of cost reimbursable and ﬁxed price
–  The seller charges for time plus the cost of any
materials needed to complete the work
–  Form: contract is priced based on hourly or per item
basis and has an element of ﬁxed price contract (price
per hour) and cost reimbursable (material used and
total cost is unknown)

Type of contract
Who bears the risk
Explanation
Fixed Price
Seller
Since the price is ﬁxed, cost overruns
may not be passed on to the buyer
and must be borne by the seller
Cost Plus Fixed
Fee
Buyer
Since all costs must be reimbursed to
the seller, the buyer bears the risk of
cost overruns
Time and
Materials
Buyer
The buyer pays the seller for all time
and materials the seller applies to the
project. The buyer bears the most
risk of cost overruns

•  Conduct Procurements – the process of obtaining
seller responses, selecting a seller, and awarding a
contract
INPUTS
•  Procurement
Management Plan
•  Procurement
Documents
•  Source Selection
Criteria
•  Seller Proposals
•  Make-or-buy Decisions
•  Procurement
Statement of Work
Assets
TOOLS & TECHNIQUES
•  Bidder Conferences
•  Proposal Evaluation
Techniques
•  Independent Estimates
•  Advertising
•  Procurement
Negotiations
OUTPUTS
•  Sellected Sellers
•  Agreements
Plan Updates
Updates

•  Control Procurements – the process of managing
procurement relationships, monitoring contract
performance, and making changes and corrections as
needed
INPUTS
Plan
•  Procurement
Documents
•  Agreements
Request
Reports
Data
TOOLS & TECHNIQUES
•  Contract Change
Control System
•  Procurement
Performance Reviews
•  Inspections and Audits
•  Performance
Reporting
•  Payment Systems
•  Claim Administration
•  Records Management
System
OUTPUTS
Information
Plan Updates
•  Procurement
Documents Updates
Assets Updates

•  Close Procurement - the process of completing each
project procurement and accepted work (contract closure)
INPUTS
•  Project
Management Plan
TOOLS & TECHNIQUES
•  Procurement Audits
•  Procurement
Negotiations
•  Records
Management System
OUTPUTS
•  Closed
Procurements
Process Assets
Updates

Project Stakeholder Management includes the processes
required to:
•  identify the people, groups, or organizations that could
impact or be impacted by the project;
•  analyze stakeholder expectations and their impact on the
project, and;
•  develop appropriate management strategies for effectively
engaging stakeholders in project decisions and execution.
Identify
Stakeholders
Plan Stakeholder
Management
Initiating
Manage
Stakeholder
Engagement
Control
Stakeholder
Engagement
Planning Executing
Monitoring &
Controlling

•  Identify Stakeholder - the process of identifying all people or
organization impacted by the project, and documenting relevant
information regarding their interest, involvement and impact on project
success
INPUTS
•  Procurement
Documents
•  Enterprise
Environmental
Factors
Process Assets
TOOLS & TECHNIQUES
•  Stakeholder
Analysis
•  Meetings
OUTPUTS
•  Stakeholder
Register

Keep

Sa9sﬁed

Manage

Closely

Monitor

Keep

Informed

•  Plan Stakeholder Management - the process of developing appropriate
management strategies to effectively engage stakeholders throughout the
project life cycle, based on the analysis of their needs, interests and potential
impat on project success
INPUTS
•  Project
Management Plan
•  Stakeholder
Register
•  Enterprise
Environmental
Factors
Process Assets
TOOLS & TECHNIQUES
•  Meetings
•  Analytical
Techniques
OUTPUTS
•  Stakeholder
Management Plan
Updates

•  Manage Stakeholder Engagement - the process of
communicating and working with stakeholders to meet
their needs/expectations, address issues and foster
engagement in project activities.
INPUTS
•  Stakeholder
Management Plan
Management Plan
•  Change Log
Process Assets
TOOLS & TECHNIQUES
Methods
•  Management Skills
OUTPUTS
•  Issue Log
Updates
Updates
Assets Updates

Control Stakeholder Engagement – the process of monitoring
overall project stakeholder relationships and adjusting
strategies and plans for engaging stakeholders.
INPUTS
Plan
•  Issue Log
Data
TOOLS & TECHNIQUES
•  Information
Management Systems
•  Meetings
OUTPUTS
Information
Plan Updates
Updates
Assets Updates

CAPM Exam Overview Module

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à CAPM Exam Overview Module

Similaire à CAPM Exam Overview Module (20)

Dernier

Dernier (20)

CAPM Exam Overview Module