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HE550S F.00
PMP® Exam Prep Boot Camp
Student guide
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Student guide
January 2014

STUDENT'S GUIDE

Management Concepts
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Course #6137
01-02-14

TABLE OF CONTENTS
Syllabus
Course Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Course Readiness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Course Expectations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Professional Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Lesson 1: Learning, Studying, and Test Taking
Test and Performance Anxiety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1
Exercise 1-1: Five Tips to Overcome Test Anxiety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2
What Kind of Learner are You? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3
Studying Best Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4
Visual Learner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4
Auditory Learner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4
Kinesthetic Learner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4
Lesson 2: Project Management Framework
Purpose of the PMBOK® Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1
Exercise 2-1: Scavenger Hunt: Getting to Know the PMBOK® Guide . . . . . . . . . . . . . . . . . . . . 2-2
Key Project Management Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4
Organizational Influences on Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5
Organizational Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5
Organizational Process Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6
Enterprise Environmental Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7
Scalability of Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7
What is a Process? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-8
Inputs, Tools and Techniques, and Outputs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-8
Process Groups and Knowledge Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-9
Exercise 2-2: Teach Your Knowledge Area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-11
Exercise 2-3: WOW! 47 Processes! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-14
© Management Concepts. See inside front cover for additional information.
i

Lesson 3: Initiating Process Group
What's Important . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
Initiating Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2
Project Integration Management (Section 4) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2
Develop Project Charter (Process 4.1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3
Project Stakeholder Management (Section 13) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3
Identify Stakeholders (Process 13.1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4
Exercise 3-1: Initiating Process Group: Mind Maps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5
Exercise 3-2: Initiating Exam Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6
Prepare Your Study Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7
Exercise 3-3: Initiating Process Group: How Will You Study? . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8
Lesson 4: Planning Process Group
What's Important . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
Planning Process Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3
Develop Project Management Plan (Process 4.2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
Outputs from Other Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
Project Scope Management (Section 5) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6
Plan Scope Management (Process 5.1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6
Collect Requirements (Process 5.2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7
Define Scope (Process 5.3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-9
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-9
Create WBS (Process 5.4) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-10
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-10
Overview of the Work Breakdown Structure (WBS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-11
Exercise 4-1: Planning Process Group: Mind Maps Part I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-13
Project Time Management (Section 6) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-14
Plan Schedule Management (Process 6.1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-14
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-14
Define Activities (Process 6.2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-14
TABLE OF CONTENTS
ii

Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-15
Sequence Activities (Process 6.3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-15
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-16
Estimate Activity Resources (Process 6.4) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-17
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-17
Estimate Activity Durations (Process 6.5) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-18
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-18
Effort vs. Duration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-19
Types of Estimates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-19
Develop Schedule (Process 6.6) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-20
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-20
Critical Path Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-21
The Critical Path . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-22
The Forward Pass . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-22
The Backward Pass . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-23
Completed Backward and Forward Pass . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-24
What is the Critical Path? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-25
Exercise 4-2: Prepare a Network Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-26
Exercise 4-3: Planning Exam Questions: Sections 4–6 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-27
Prepare Your Study Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-28
Project Cost Management (Section 7) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-28
Plan Cost Management (Process 7.1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-28
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-28
Estimate Costs (Process 7.2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-28
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-29
Risk Register . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-30
Determine Budget (Process 7.3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-30
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-31
Cost Baselines, Expenditures, & Funding Requirements . . . . . . . . . . . . . . . . . . . . . . . . . 4-31
Payback Period . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-31
Project Quality Management (Section 8) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-32
Plan Quality Management (Process 8.1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-32
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-33
Common Quality Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-34
Project Human Resource Management (Section 9) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-34
Plan Human Resource Management (Process 9.1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-34
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-35
Organizational Charts and Position Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-36
Project Communications Management (Section 10) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-37
TABLE OF CONTENTS
iii

Plan Communications Management (Process 10.1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-37
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-38
Communications Channels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-39
Exercise 4-4: Planning Process Group: Develop Test Questions . . . . . . . . . . . . . . . . . . . . . . . 4-40
Exercise 4-5: Planning Exam Questions: Sections 7–10 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-41
Prepare Your Study Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-42
Project Risk Management (Section 11) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-42
Plan Risk Management (Process 11.1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-42
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-42
Planning Meetings and Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-42
Probability and Impact Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-43
Identify Risks (Process 11.2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-43
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-44
Perform Qualitative Risk Analysis (Process 11.3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-45
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-45
Probability and Impact Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-46
Risk Register Updates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-47
Perform Quantitative Risk Analysis (Process 11.4) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-48
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-49
Expected Monetary Value (EMV) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-49
Decision Tree Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-50
Consequences of Risk Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-51
Plan Risk Responses (Process 11.5) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-52
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-52
Risk Register Updates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-52
Exercise 4-6: Planning Process Group: Mind Maps Part II . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-54
Project Procurement Management (Section 12) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-55
Plan Procurement Management (Process 12.1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-55
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-55
Teaming Agreements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-56
Contract Types . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-56
Internet Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-57
Procurement Documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-57
Project Stakeholder Management (Section 13) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-58
Plan Stakeholder Management (Process 13.2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-58
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-58
Exercise 4-7: Planning Flash Cards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-59
Exercise 4-8: Planning Exam Questions: Sections 11–13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-60
Prepare your Study Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-61
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Exercise 4-9: Planning Process Group: How Will You Study? . . . . . . . . . . . . . . . . . . . . . . . . . 4-62
Lesson 5: Executing Process Group
What's Important . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1
Executing Process Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2
Direct and Manage Project Work (Process 4.3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4
Project Quality Management (Section 8) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-5
Perform Quality Assurance (Process 8.2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-5
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-5
Quality Audits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-6
Project Human Resource Management (Section 9) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-6
Acquire Project Team (Process 9.2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-6
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-7
Develop Project Team (Process 9.3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-7
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-8
What is a Team? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-9
Theories of Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-9
Influencing the Organization Through Power . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-11
Stages of Team Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-13
Team Performance Assessments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-13
Manage Project Team (Process 9.4) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-14
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-14
Conflict Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-15
Exercise 5-1: Executing Process Group: Mind Maps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-17
Manage Communications (Process 10.2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-18
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-19
Information Management Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-19
Dimensions of Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-20
Conduct Procurements (Process 12.2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-20
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-21
Bidder Conferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-22
Selected Sellers and Agreements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-22
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Manage Stakeholder Engagement (Process 13.3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-23
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-23
Exercise 5-2: Executing Flash Cards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-24
Exercise 5-3: Executing Exam Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-25
Prepare Your Study Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-26
Exercise 5-4: Executing Process Group: How Will You Study? . . . . . . . . . . . . . . . . . . . . . . . . 5-27
Lesson 6: Monitoring and Controlling Process Group
What's Important . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1
Monitoring and Controlling Process Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-2
Monitor and Control Project Work (Process 4.4) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-4
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-4
Perform Integrated Change Control (Process 4.5) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-5
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-5
Configuration Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-5
Project Scope Management (Section 5) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-6
Validate Scope (Process 5.5) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-6
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-7
Control Scope (Process 5.6) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-7
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-7
Project Time Management (Section 6) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-8
Control Schedule (Process 6.7) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-8
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-8
Project Cost Management (Section 7) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-9
Control Costs (Process 7.4) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-9
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-10
Earned Value Management (EVM) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-11
Exercise 6-1: What's the Formula? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-12
PV, EV, AC, and BAC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-16
Earned Value Formulas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-16
Cost Variance Example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-16
Schedule Variance Example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-16
Cost Performance Index Example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-17
Schedule Performance Index Example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-17
Putting It All Together . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-17
Calculating Earned Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-18
CV and SV Calculations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-18
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CPI and SPI Calculations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-18
Forecasting Formulas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-19
Exercise 6-2: Formula Memory Game . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-20
Exercise 6-3: Monitoring and Controlling Process Group: Mind Maps . . . . . . . . . . . . . . . . . 6-21
Project Quality Management (Section 8) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-22
Control Quality (Process 8.3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-22
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-22
Control Communications (Process 10.3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-22
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-23
Project Risk Management (Section 11) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-23
Control Risks (Process 11.6) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-23
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-24
Control Procurements (Process 12.3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-25
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-25
Control Stakeholder Engagement (Process 13.4) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-26
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-27
Exercise 6-4: Monitoring and Controlling: Develop Test Questions . . . . . . . . . . . . . . . . . . . . 6-28
Exercise 6-5: Monitoring and Controlling Exam Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-29
Prepare Your Study Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-30
Exercise 6-6: Monitoring and Controlling Process Group: How Will You Study? . . . . . . . . 6-31
Lesson 7: Closing Process Group
What's Important . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1
Closing Process Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2
Close Project or Phase (Process 4.6) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-2
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-3
Regression Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-3
Project Procurement Management (Section 12) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4
Close Procurements (Process 12.4) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4
Key Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-4
Procurement Negotiations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-5
Exercise 7-1: Closing Process Group: Mind Maps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-6
Exercise 7-2: Closing Exam Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-7
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Prepare Your Study Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-8
Exercise 7-3: Knowledge Areas Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-9
Exercise 7-4: WOW! 47 Processes! Course Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-10
Exercise 7-5: Closing Process Group: How Will You Study? . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-11
Lesson 8: Study Tips
Reference Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1
Study Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1
Preparation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1
Useful Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-2
Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-2
Test Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-3
Prior to the Test . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-3
What to Bring to the Test Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-3
Time Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-3
Test Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-4
Answering Test Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-4
Answering Numbers Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-5
Marking/Skipping Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-5
Reviewing Answers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-5
Exercise 8-1: PMP® Exam Post-test . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-6
Appendix A: Study References
Appendix B: Present Value (PV)
Appendix C: Net Present Value (NPV)
Appendix D: Internal Rate of Return (IRR)
Appendix E: Earned Value Management Job Aid
Appendix F: Bibliography
TABLE OF CONTENTS
viii

SYLLABUS
Course Overview
Business Need
Successful completion of a 200-question exam is a crucial prerequisite to obtain the Project
Management Professional (PMP®) certification from the Project Management Institute (PMI®).
This course is patterned directly after the exam and covers the five processes in detail, plus
Professional Responsibility. This accelerated course helps experienced candidates prepare for
the PMP® exam by putting ownership of the material in the candidate’s hands. It focuses on the
PMBOK® Guide process groups and knowledge areas, as well as the critical topic of Professional
Responsibility, and will ensure candidates obtain all the PM education hours needed to apply
for the exam. By working through the interactive lessons material, candidates gain confidence
in their skills to produce a study guide written in their own terms.
Course Description
This course includes individual and group exercises in which students apply some of the more
critical concepts to work in project management. The approach is to facilitate knowledge
transfer in an engaging manner to ensure that students will recognize the critical study areas so
they are ready to take the exam. As a part of the course they are provided with access to our
webinar, Completing Your PMP® Application: Learning from an Expert, which walks the
student through the process of submitting their application to the Project Management
Institute (PMI®). The process is also reviewed in class giving students the ability to ask
questions and get additional coaching from our senior instructors. This course helps prepare
for test day by answering sample exam questions during class and, afterward, by using our
online PM PowerTrac exam simulator tool. PowerTrac provides complete explanations for
both correct and incorrect answers in citations to the PMBOK® Guide and other recommended
references from PMI®. In addition to the simulated exam there are practice questions by
knowledge areas, and process groups, and printable flash cards for download. Students are able
to view exam scores, track their progress and can take as many practice exams as needed until
they’re fully prepared to sit for the PMP®.
Intended Audience
PMP® Exam Prep Boot Camp is intended for project professionals who are qualified to sit for
and seek to pass the PMP® exam. This course is intended for project managers/program
managers/team leaders/team members who want to hone their study skills to pass the PMP®
exam so that they can stand out to employers and maximize their earning potential.
Course Objectives
Upon completion of this course, you will be able to:
Examine your approach to learning, studying, and test taking
1

Evaluate your strengths and weaknesses
Recognize the critical terms and concepts within the project management framework
Demonstrate knowledge of the key elements of each of the project management processes
Describe the interactions among the processes
Determine those areas that are important to study versus others that are "nice to know"
Explain the key points in terms of professional responsibility in project management
Avoid common pitfalls associated with taking the exam
Course Readiness
Prerequisites
Suggested
It is recommended that you do the following prior to taking this class:
Take the online learning styles quiz
Review/complete the PMP® application
Review the "Are You Ready To Take The Exam?" checklist
View any webinars,tutorials, job aids, etc. that are available on challenging topics or ones
you are unfamiliar with
Take any Management Concepts’ courses that are aligned with the standards set forth by
Project Management Institute (PMI®) and International Institute of Business Analysis
(IIBA). Management Concepts offers various certificate programs that are designed to help
students acquire the practical knowledge and skills required for long-term success in their
fields.
Refer to Website
www.managementconcepts.com
PMP® EXAM PREP BOOT CAMP
2

Course Expectations
Course Schedule
Day 1 Day 2 Day 3 Day 4 Day 5
Introduction
Lesson 1: Learning,
Studying, and Test
Taking
Lesson 2: Project
Management
Framework
Review of previous
day
Lesson 4: Planning
Process Group
Review of previous
day
Lesson 4: Planning
Process Group,
continued
Review of previous
day
Lesson 5: Executing
Process Group
Review of previous
day
Lesson 6: Monitoring
and Controlling
Process Group,
continued
Lesson 2: Project
Management
Framework,
continued
Lesson 3: Initiating
Process Group
Lesson 4: Planning
Process Group,
continued
Lesson 4: Planning
Process Group,
continued
Lesson 5: Executing
Process Group,
continued
and Controlling
Process Group
and Controlling
Process Group,
continued
Lesson 7: Closing
Process Group
Lesson 8: Study Tips
Icon Definitions
Student Icon Key
Refer to an Appendix
Refer to a website or internet link
Complete an activity
Participate in a discussion
Note this key point
Note this tip
These icons are used throughout your Student's Guide.
SYLLABUS
3

Learning Methods
The content in this course is delivered and reinforced through:
Practical examples
Class discussions
Exercises
Representative practice test
Study tips and techniques
PMP® exam preparation and study plan
Requirements for Successful Completion
Full (100%) attendance is expected and required. Successful completion of the course depends on
full class attendance and active participation in individual and group exercises.
Professional Benefits
Additional Credits
PDU Credit: 35
CPE Credit: 40
CLP Credit: 40
CEU Credit: 3.5
Project Management Institute (PMI®)
35 PDUs covering the following knowledge areas:
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management
4

LEARNING, STUDYING, AND TEST TAKING

L E S S O N
1
LEARNING, STUDYING, AND TEST TAKING
Lesson Objectives
Upon completion of this lesson, you will be able to:
1.1 Identify your stress triggers with test taking
1.2 Identify strategies to alleviate test anxiety
1.3 Determine your learning style
1.4 Identify studying best practices
Test and Performance Anxiety
The symptoms of test anxiety can vary considerably and range from mild to
severe. Some people experience only mild symptoms of test anxiety and are still
able to do fairly well on exams. Other people are nearly incapacitated by their
anxiety, performing horribly on tests or even experiencing panic attacks before
or during exams.
Symptoms:
Physical symptoms include sweating, shaking, rapid heartbeat, dry mouth,
fainting, and nausea. Mild cases can cause "butterflies" in the stomach,
while more severe cases can cause people to become physically ill.
Cognitive and behavioral symptoms could include fidgeting or simply
avoiding an exam. Some people report completely blanking out, even
though they studied well. Negative self-talk, trouble concentrating, and
racing thoughts are also common symptoms.
Emotional symptoms could include depression, low self-esteem, anger,
and a feeling of hopelessness. People often believe they unable to change
how they feel.
Discussion Question
Have you ever felt any of these symptoms? If so, did you come up
with any strategies to overcome the anxiety?
1-1

Exercise 1-1: Five Tips to Overcome Test
Anxiety
Directions
1. In teams, identify five tips for
helping overcome test anxiety.
2. Write the tips on flipchart paper.
3. Be prepared to share your list with
the class.
1-2

What Kind of Learner are You?
Refer to Website
http://www.howtolearn.com/learning-styles-quiz
Visual learners learn best when information is presented in a written language
format or in another visual format such as pictures or diagrams.
If you are a visual learner, you may:
Learn best by seeing and looking at
information
Sit in the front of the classroom
Prefer to take detailed notes and draw charts
Often forget the names of people you meet
Auditory learners learn best when information is presented in a spoken
language format.
If you are an auditory learner, you may:
Absorb information most effectively when hearing and
listening
Sit in the back of a classroom
Like to read aloud when studying
Be very good at remembering people's names
Kinesthetic learners are those who learn best through touching, experiencing,
and doing things.
If you are a kinesthetic learner, you may:
Learn best through hands-on experience
Sit near the door in a classroom
Enjoy acting or role-playing when
studying
Remember shaking hands with people and
possibly their faces or body language better
than their names
LESSON 1: LEARNING, STUDYING, AND TEST TAKING
1-3

Studying Best Practices
Visual Learner
If you are a visual learner, try these suggestions when studying:
Create graphic organizers, such as diagrams and concept maps
Close your eyes and visualize the information
Use highlighter pens of contrasting colors to color code different aspects/
categories of information
Make outlines/lists of information
Watch videos/webinars
Use flashcards
Color code, circle, and/or underline important words
Review information by rewriting or drawing the information from
memory
Remember a sequence of events/steps by drawing a series of boxes
Auditory Learner
If you are an auditory learner, try these suggestions when studying:
Participate in study groups to review key information
Talk out loud when studying
Use a recording device to record important information, so that you can
listen as often as needed
Repeat facts and definitions over and over with your eyes closed
Create musical jingles, songs, or mnemonics to remember information
Participate in discussions as much as possible
Be certain your study area is free of auditory distractions
Use word association to remember facts
Kinesthetic Learner
If you are a kinesthetic learner, try these suggestions when studying:
Study in short periods
Make studying more physical: chew gum, squeeze a stress ball, walk
around, work at a standing desk, pace while memorizing, read while on an
exercise bike
Use a highlighter or colored pens/pencils
Use a computer to take notes
1-4

Study/role play with others
Think of ways to make your studying more tangible, i.e., something you
can put your hands on
Use flash cards to memorize and arrange/organize the cards on a table
Play music in the background
We each have a preferred learning style that works best for us. If
you understand and use the studying best practices that match
your learning style, you learn more naturally.
LESSON 1: LEARNING, STUDYING, AND TEST TAKING
1-5

1-6

L E S S O N
2
PROJECT MANAGEMENT FRAMEWORK
Lesson Objectives
2.1 Discuss the difference between traditional project management
and the PMBOK® Guide
2.2 Define the key project management terminology
2.3 List the project management process groups
2.4 Describe the project knowledge areas
Purpose of the PMBOK® Guide
The acceptance of project management as a profession indicates that the
application of knowledge, processes, skills, tools, and techniques can have a
significant impact on project success. The PMBOK® Guide identifies that subset
of the project management body of knowledge that is generally recognized as
good practice.
"Generally recognized" means the knowledge and practices described are
applicable to most projects most of the time, and there is consensus about their
value and usefulness.
"Good practice" means there is general agreement that the application of the
knowledge, skills, tools, and techniques can enhance the chances of success
over many projects. "Good practice" does not mean that the knowledge
described should always be applied uniformly to all projects; the organization
and/or project management team is responsible for determining what is
appropriate for any given project.1
1 PMBOK® Guide, 1.1
2-1

Exercise 2-1: Scavenger Hunt: Getting to
Know the PMBOK® Guide
Directions
1. Using your PMBOK® Guide, answer the
questions in the table below.
2. Be sure to write the answer and the page
number. Answers may be located in more
than one place!
Item to be Located/Question to
Answer
Answer Page #
How many inputs are included in
section 7.3.1?
What does Table 3-1 show?
What does Appendix X1 provide?
How many processes are there in Project
Integration Management?
What is one input to the process,
Perform Integrated Change Control?
Scope Management?
What are the titles of Section 5.1.1.3 and
5.1.1.4?
Time Management?
What occurs during the Estimate
Activity Durations process?
How are each of the 47 processes
organized?
2-2

Item to be Located/Question to
Answer
Answer Page #
On what pages would you locate
information on a Gantt chart?
What is the definition of lag?
What sections discuss the Knowledge
Areas?
What is an input for the Estimate Costs
process?
What is a tool & technique for the
Manage Communications process?
What is an output of the Control Risks
process?
How many processes are listed in the
Planning Process Group in the Project
Time Management Knowledge Area?
LESSON 2: PROJECT MANAGEMENT FRAMEWORK
2-3

Key Project Management Terminology
There are many project management terms that are important for you to know
and understand. You may recognize many, if not all, of the terms in the table
below. Using the PMBOK® Guide, define these terms in your own words.
Remember, write these definitions in a way YOU will understand and
remember!
Term Definition
Project
Program
Portfolio
Project
Management
Project Manager
Project Life Cycle
Product Life Cycle
Project Phase
Stakeholders
2-4

Organizational Influences on Project
Management
Organizational Structure
It is important to remember that any organization may incorporate any of
these organizational approaches on a given project. That is NOT saying that a
given organization always uses the same approach or that any organization
operates only one way or another.
Let's take a look at the major types of organizational structures.
Type Definition
Functional A hierarchy where each employee has one clear superior, grouped by
specialty
Matrix A blend of functional and projectized characteristics. Often described as:
Balanced
Strong
Weak
Projectized Most of the organization’s resources are involved in project work; project
team members are co-located
Composite A combination of all three other structures
Discussion Question
Take a few minutes to think of the teams you've been on during
projects. In the following table, describe a team that either you were on or
familiar with in order to remember these different organizational structures.
What are the positive characteristics of this type of team? Challenges?
2-5

Type Example
Functional
Matrix Balanced
Strong
Weak
Projectized
Composite
Organizational Process Assets
Organizational process assets are the plans, processes, policies, procedures, and
knowledge bases specific to and used by the performing organization. They
include any artifact, practice, or knowledge from any or all of the organizations
involved in the project that can be used to perform or govern the project.2
There are two main types of organizational process assets:
Processes and procedures
Corporate knowledge base
2 PMBOK®Guide, 2.1.4
2-6

Discussion Question
How would you define Organizational Process Assets in your
own words?
Enterprise Environmental Factors
Enterprise environmental factors refer to conditions not under the control of
the project team that influence, constrain, or direct the project. Enterprise
environmental factors are considered inputs to most planning processes. They
may enhance or constrain project management options, and may have a
positive or negative influence on the outcome.3
Discussion Question
How would you define Enterprise Environmental Factors in your
own words?
PMP® Exam Note: Identify and document high-level risks,
assumptions, and constraints based on the current environment,
historical data, and/or expert judgment, in order to determine
project limitations and propose an implementation approach.
Scalability of Project Management
The concept of scalability is key to understanding and
using the PMBOK® Guide. References are repeatedly made
regarding the project team’s responsibility for using the
3 PMBOK® Guide, 2.1.5
2-7

correct amount of process rigor and documentation appropriate to the
project's size, risk, and complexity.
Scalability of project management:
Project management processes will not always be applied uniformly
For each project, the project manager, in collaboration with the project
team, is responsible for determining which processes are appropriate, and
the appropriate degree of rigor for each process
However, project management processes apply globally and have been shown
to enhance chances of success across industry groups.
What is a Process?
Discussion Question
What is a process? (In your own words, of course!)
Inputs, Tools and Techniques, and Outputs
All 47 project management processes defined in the PMBOK® Guide follow this
structure. Using the glossary, define each in your own words.
Definition
Inputs
Tools
2-8

Definition
Techniques
Outputs
Process Groups and Knowledge Areas
Projects are composed of repeatable processes that are grouped into five
process groups:4
Initiating – 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 – Processes performed to establish the total scope of the effort,
define and refine the objectives, and develop the course of action required
to attain those objectives
Executing – Processes performed to complete the work defined in the
project management plan to satisfy the project objectives
Monitoring and Controlling – Processes required to track, review, and
regulate the progress and performance of the project, identify any areas in
which changes to the plan are required, and initiate the corresponding
changes
Closing – Processes performed to finalize all activities across all project
management process groups to formally close the project or phase
4 PMBOK®Guide, Glossary
2-9

Process groups are not the same as project phases, but are overlapping,
iterative processes that occur in each phase as well as the project as a whole.
Each of the five process groups is made up of two to 24 project management
processes. Each one of the project management processes has inputs, tools
and techniques, and outputs. Some outputs from a given process become
inputs to another process, etc. Each one of the processes is also organized into
one of 10 Project Management Knowledge Areas.
2-10

Exercise 2-2: Teach Your Knowledge Area
Directions
1. Each table will be assigned 2–3
knowledge areas.
2. Using the PMBOK® Guide, review
your assigned knowledge areas. Be
sure to include:
Definition
Characteristics
Overview/summary of the
processes
3. Be prepared to teach your knowledge areas to the class.
4. While other teams are presenting, be sure to fill in the table below and ask
questions for clarification.
Knowledge Area Description
Project Integration
Management
Project Scope
Management
2-11

Project Time
Management
Project Cost Management
Project Quality
Management
Project Human Resources
Management
Project Communications
Management
2-12

Project Risk Management
Project Procurement
Management
Project Stakeholder
Management
2-13

Exercise 2-3: WOW! 47 Processes!
Directions
1. Close your PMBOK® Guides.
2. In teams, you will work together to
tape your process cards with the
correct process group and/or
knowledge area on the wall.
3. Work with your team members to
create a mnemonic device to help
you remember the Knowledge Areas.
2-14

L E S S O N
3
INITIATING PROCESS GROUP
Lesson Objectives
3.1 Define the initiating process group
3.2 Describe the inputs, tools & techniques, and outputs for each of
the initiating processes
3.3 Summarize the knowledge areas and processes that occur in
initiating
3.4 Develop your study plan for the initiating process group
3.5 Identify tips for the exam/common pitfalls
What's Important
Review the list of initiating process group topics in the following box. Using a
pencil, make a checkmark next to the items you are not familiar with. As you
become familiar with a topic, erase the checkmark. Whatever is still checked at
the end of this lesson should become part of your study plan. You should only
focus on studying what you are NOT familiar with!
What's Important List
Statement of work
Business case
Scope
Strategic plan
Agreements
Expert judgement
Constraint
Project charter
Procurement documents
Stakeholder analysis
Meetings
Stakeholder register
Business need
Assumption
3-1

Initiating Processes
Let's take a look at our mapping table. What are the two Knowledge Areas in
this process group? What are the processes?
Project ___________________________ Management
Discussion Question
What will you need to develop a Project Charter? What will you
need to identify stakeholders?
Project Integration Management (Section
4)
Develop Project Charter (Process 4.1)
Turn to section 4.1 Develop Project Charter and complete the following table.
Inputs Tools & Techniques Outputs
3-2

Key Terminology
Using your PMBOK® Guide, write the definitions of the following terms.
Term Definition
Project Statement
of Work (SOW)
A narrative description of products, services, or results to be supplied.
Business Case
Agreements
Expert Judgment
Project Charter
Project Stakeholder Management (Section
13)
Identify Stakeholders (Process 13.1)
Turn to section 13.1 Identify Stakeholders and complete the following table.
Project charter
Enterprise environmental
factors
Organizational process
assets
Expert judgment
LESSON 3: INITIATING PROCESS GROUP
3-3

Key Terminology
Term Definition
Procurement
Documents
Stakeholder
Analysis
Stakeholder
Register
A project document including the identification, assessment, and
classification of project stakeholders.
3-4

Exercise 3-1: Initiating Process Group:
Mind Maps
Directions
1. In teams, review the two initiating
processes in the PMBOK® Guide.
2. Expand the mind map for each,
including any relevant information
on the inputs, tools and techniques,
and outputs.
3. Write your team's mind maps on
flipchart paper to present to the class
for discussion.
3-5

Exercise 3-2: Initiating Exam Questions
Directions
1. Take the Sample Initiating Exam.
2. When all team members finish the exam,
review all of the exam questions. Compare
your answers and discuss each exam
question.
3. When the teams are finished reviewing
their answers, the instructor will lead a
class review of the exam questions.
3-6

Prepare Your Study Plan
Review your What's Important List and erase the checkmarks on items that
you now understand enough to take the exam. List any remaining items and
anything else you need to study from this lesson on one of the blank pages in
the back of this lesson.
3-7

Exercise 3-3: Initiating Process Group: How
Will You Study?
Directions
1. Look through your What's Important List.
Are there items you checked that are
familiar to you now? Erase those
checkmarks!
2. Read the directions for each learning style
and use the strategy that best suits your
learning needs.
Learning Style Strategies:
Visual Learners
1. Draw illustrations in your notes as you study Develop Project Charter
(Process 4.1) and Identify Stakeholders (Process 13.1).
2. When you are taking the test, visualize these illustrations to help you
remember key points from the Initiating Process Group.
Auditory Learners
1. Participate in discussions as much as possible. Talk to others about the key
points from Develop Project Charter (Process 4.1) and Identify
Stakeholders (Process 13.1).
2. When you are taking the test, remember key points that you heard in your
discussions of the Initiating Process Group.
Kinesthetic Learners
1. Copy key points from Develop Project Charter (Process 4.1) and Identify
Stakeholders (Process 13.1) onto a large writing surface.
2. When you are taking the test, write down those key points on scratch
paper to use as a reference tool.
3-8

L E S S O N
4
PLANNING PROCESS GROUP
Lesson Objectives
4.1 Define the planning process group
4.2 Describe the inputs, tools & techniques, and outputs for each of
the planning processes
4.3 Summarize the knowledge areas and processes that occur in
planning
4.4 Practice various planning process techniques
4.5 Develop your study plan for the planning process group
4.6 Identify tips for the exam/common pitfalls
What's Important
Review the following list of planning process group topics. Using a pencil,
make a checkmark next to the items you are not familiar with. As you become
familiar with a topic, erase the checkmark. Whatever is still checked at the end
of this lesson should become part of your study plan. Remember, you only
need to study the things you don't know.
4-1

What's Important List
Project management plan
Scope management plan
Requirements management plan
Stakeholder management plan
Interviews
Focus groups
Facilitated workshops
Group creativity techniques
Group decision-making techniques
Questionnaires and surveys
Observations
Prototypes
Benchmarking
Context diagrams
Document analysis
Requirements documentation
Requirements traceability matrix
Product analysis
Alternatives generation
Project scope statement
Project documents updates
Decomposition
Baseline
Analytical techniques
Schedule management plan
Rolling wave planning
Activity
Milestone
Precedence diagramming method
(PDM)
Dependency determination
Lead
Lag
Project schedule network diagrams
Total float
Forward pass
Backward pass
Early start
Resource calendars
Risk register
Estimating
Resource breakdown structure
Critical path
Critical chain method
Modeling techniques
Cost management plan
Cost of quality
Project management software
Human resource management plan
Vendor bid analysis
Cost aggregation
Funding limit reconciliation
Statistical sampling
Quality management plan
Networking
Organizational theory
Communications management plan
Risk management plan
Diagramming techniques
SWOT analysis
Risk probability and impact assessment
Probability and impact matrix
Risk urgency assessment
Quantitative risk analysis and modeling
techniques
Risk responses
Opportunity
Make-or-buy analysis
Make-or-buy decisions
Change requests
Late start
Late finish
Free float
Fast tracking
Crashing
Work breakdown structure
4-2

Three-point estimating
Performance measurement baseline
Fixed-price contracts
Cost-reimbursable contracts
Risk appetite
Threat
Project budget
Time and materials contracts
Risk tolerance
Risk threshold
Risk
Planning Process Group
Use the mapping table to fill in the missing Knowledge Areas and project
management processes in the following list:
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Plan Schedule Management
Estimate Activity Resources
Estimate Activity Durations
LESSON 4: PLANNING PROCESS GROUP
4-3

Determine Budget
Plan Communications Management
Identify Risks
Perform Quantitative Risk Analysis
Discussion Question
What do you need before you can plan a project?
4-4

Project Integration Management (Section
4)
Develop Project Management Plan (Process 4.2)
Turn to section 4.2 Develop Project Management Plan in the PMBOK® Guide
and complete the following table.
Project charter
factors
assets
Expert judgment
Facilitation techniques
Key Terminology
Term Definition
Project
management plan
Project baselines
Subsidiary plans The project management plan can comprise one or more subsidiary plans.
Each subsidiary plan is detailed to the extent required by the specific
project.
Outputs from Other Processes
Outputs from many of the planning processes described in Sections 5–13 are
integrated to create the project management plan.
4-5

Updates to these output documents may necessitate updates to the project
management plan.1
Project Scope Management (Section 5)
Plan Scope Management (Process 5.1)
Turn to section 5.1 Plan Scope Management in the PMBOK® Guide and
complete the following table.
Project charter
factors
assets
Expert judgment
Meetings
Key Terminology
Using your PMBOK® Guide, write the definition of the following term.
Term Definition
Scope
Collect Requirements (Process 5.2)
Turn to section 5.2 Collect Requirements in the PMBOK® Guide and complete
the following table.
1 PMBOK® Guide, 4.2.1.2
4-6

Requirements
management plan
Project charter
Stakeholder register
Key Terminology
Using your PMBOK® Guide, write the definition of the following terms.
4-7

Term Definition
Requirements
Interviews A formal or informal approach to elicit information from stakeholders by
talking to them directly.
Focus groups An elicitation technique that brings together prequalified stakeholders
and subject matter experts to learn about their expectations and attitudes
about a proposed product, service, or result.
Facilitated
workshops
An elicitation technique using focused sessions that bring key cross‐
functional stakeholders together to define product requirements.
Group creativity
techniques
Group decision
making
techniques
Questionnaires
and surveys
Questionnaires and surveys are most appropriate:
With broad audiences
When quick turnaround is needed
Where statistical analysis is appropriate
Observations Observation is also sometimes called, “job-shadowing,” and is usually
done externally by the observer viewing the user performing his or her
job. It can also be done by a “participant observer” who actually performs
a process being observed to better understand the experience and uncover
hidden requirements.
Prototype A method of obtaining early feedback on requirements by providing a
working model of the expected product before actually building it.
Benchmarking The comparison of actual or planned practices, such as processes and
operations, to those of comparable organizations to identify best practices,
generate ideas for improvement, and provide a basis for measuring
performance.
Context diagrams
4-8

Term Definition
Document
analysis
An elicitation technique that analyzes existing documentation and
identifies information relevant to the requirements.
Requirements
documentation
Requirements
traceability matrix
Define Scope (Process 5.3)
Turn to section 5.3 Define Scope in the PMBOK® Guide and complete the
following table.
Project charter
Requirements
documentation
assets
Expert judgment
Facilitated workshops
Key Terminology
4-9

Term Definition
Product analysis
Alternatives
generation
Project scope
statement
The description of the project scope, major deliverables, assumptions, and
constraints.
Project constraints
Project
assumptions
Create WBS (Process 5.4)
Turn to section 5.4 Create WBS in the PMBOK® Guide and complete the
following table.
Requirements
documentation
factors
assets
Expert judgment Project documents
updates
Key Terminology
4-10

Term Definition
Decomposition A technique used for dividing and subdividing the project scope and
project deliverables into smaller, more manageable parts.
Scope baseline
Work Breakdown
Structure (WBS)
WBS dictionary
Overview of the Work Breakdown Structure (WBS)
The work breakdown structure (WBS) is a communication tool to present the
project scope in an understandable form and to coordinate this understanding
within the project team and between the project team and other stakeholders.
Essentially, the WBS is an outline of the work to be accomplished on a project.
It visually depicts a hierarchical decomposition of the work needed to
accomplish project objectives and create required deliverables.2
Each
descending level in a WBS represents an increasingly defined project
component. Keep in mind that if work is not captured in the WBS, it is not part
of the project.
The WBS is the key tool in the planning phase, where the work is defined, and,
at the completion of the planning phase, when the plan—including the WBS—
is baselined. Since the WBS is present in virtually every aspect of managing the
project, it is important to prepare the WBS early and accurately. Omitting
items from the WBS leads to an unrealistic schedule and budget and inaccurate
risk identification—all of which have significant implications for a project's
success.
The WBS can be depicted:
Graphically (tree diagram)
In a list (or outline) format
2 PMBOK® Guide, 5.4
4-11

Each major subdivision of work represents a WBS level. For example, in the
tree diagram, the project is at level 0—it has not been subdivided into smaller
components. The major deliverables (i.e., Project Management, Desktop
Hardware, Desktop Software, and Knowledge Transfer) are at level 1.
The number of levels and amount of detail in a WBS varies from project to
project.
WBS Tree Diagram Format
4-12

Exercise 4-1: Planning Process Group:
Mind Maps Part I
Directions
1. As a class, review the processes in
the PMBOK®Guide.
2. The instructor will lead the class in
constructing a mind map for key
processes, including any relevant
information on the inputs, tools &
techniques, and outputs.
3. Copy the class mind maps into your notes.
4-13

Project Time Management (Section 6)
Class Activity: What Comes Before?
The instructor will provide directions for this activity.
Plan Schedule Management (Process 6.1)
Turn to section 6.1 Plan Schedule Management in the PMBOK® Guide and
Project charter
factors
assets
Expert judgment
Meetings
Key Terminology
Term Definition
Analytical
techniques
Schedule
management plan
A component of the project or program management plan that establishes
the criteria and the activities for developing, monitoring, and controlling
the schedule.
Define Activities (Process 6.2)
Turn to section 6.2 Define Activities in the PMBOK® Guide and complete the
following table.
4-14

Schedule management
plan
Scope baseline
factors
assets
Decomposition
Expert judgment
Key Terminology
Term Definition
Rolling wave
planning
Activity list
Activity attributes
Milestone list
Sequence Activities (Process 6.3)
Turn to section 6.3 Sequence Activities in the PMBOK® Guide and complete
the following table.
4-15

Schedule management
plan
Activity list
Activity attributes
Milestone list
factors
assets
Project documents
updates
Key Terminology
Term Definition
Precedence
diagramming
method (PDM)
Dependency
relationships:
Finish-to-
start (FS)
Finish-to-
finish (FF)
Start-to-start
(SS)
Start-to-finish
(SF)
Dependency
determination:
Mandatory
dependencies
Discretionary
dependencies
External
dependencies
Internal
dependencies
4-16

Term Definition
Lead
Lag
Project schedule
network diagram
Estimate Activity Resources (Process 6.4)
Turn to section 6.4 Estimate Activity Resources in the PMBOK® Guide and
Schedule management
plan
Activity list
Activity attributes
factors
assets
Expert judgment
Project documents
updates
Key Terminology
4-17

Term Definition
Resource calendar A calendar that identifies the working days and shifts on which each
specific resource is available.
Alternative
analysis
A technique used to evaluate identified options in order to select which
options or approaches to use to execute and perform the work of the
project.
Bottom-up
estimating
Activity resource
requirements
Resource
breakdown
structure (RBS)
Estimate Activity Durations (Process 6.5)
Turn to section 6.5 Estimate Activity Durations in the PMBOK® Guide and
Schedule management
plan
Activity list
Activity attributes
Activity resource
requirements
Resource calendars
Risk register
Resource breakdown
structure
factors
assets
Expert judgment
Group decision-making
techniques
Project documents
updates
Key Terminology
4-18

Term Definition
Analogous
estimating
Parametric
estimating
Three-point
estimating
Reserve analysis
Activity duration
estimates
Effort vs. Duration
Effort estimate
Number of labor units required to complete a
schedule activity
Usually expressed as staff hours, staff days, or staff
weeks
Sometimes referred to as work estimate
Duration estimate
Total number of work periods required to complete a schedule
activity
Usually expressed as work days, or work weeks
Example: It might take 240 hours of effort to install electrical work in a new
office building. However, that work is divided among three electricians. If
everything else is equal, the duration of this activity would be 10 days
(equivalent to 80 hours per resource).
Types of Estimates
Harold Kerzner recognized three types of estimates.
4-19

Type of Estimate Expected Accuracy Range
Rough Order of Magnitude (ROM) +75% to -25%
Budgetary +25% to -10%
Definitive +10% to -5%
Develop Schedule (Process 6.6)
Turn to section 6.6 Develop Schedule in the PMBOK® Guide and complete the
following table.
Schedule management
plan
Activity list
Activity attributes
Project schedule network
diagrams
Activity resource
requirements
Resource calendars
Activity duration
estimates
Risk register
Resource breakdown
structure
factors
assets
Leads and lags Project documents
updates
Key Terminology
4-20

Term Definition
Critical chain
method
Resource
optimization
techniques
What-if scenario
analysis
The process of evaluating scenarios in order to predict their effect on
project objectives.
Schedule
compression
Techniques used to shorten the schedule duration without reducing the
project scope.
Crashing
Fast-tracking
Scheduling tool Scheduling tools can be used in conjunction with other project
management software applications as well as manual methods.
Schedule baseline
Project Schedule
Schedule data The collection of information for describing and controlling the schedule.
Critical Path Method
The critical path method calculates the theoretical early start and finish dates,
and late start and finish dates, for all activities without regard for any resource
limitations, by performing a forward and backward pass analysis through the
schedule network.
The resulting dates indicate the time periods within which the activity could be
scheduled.
The calculated early start and finish dates, and late start and finish dates, may
be affected by activity total float.
4-21

The Critical Path
The critical path is the series of activities that determines the duration of the
project. Each activity on the critical path is considered to be a critical activity.
Any slippage of these activities results in slippage for the project. The critical
path is identified as the path with the least amount of total float.
Early Start (ES) – The earliest an activity can start, based on the network
logic and any schedule constraints
Early Finish (EF) – The earliest an activity can finish, based on the network
logic and any schedule constraints
Late Start (LS) – The latest an activity can start, without delaying project
completion
Late Finish (LF) – The latest an activity can finish, without delaying
project completion
Total Float – The amount of time that an activity may be delayed from its
early start without exceeding the late finish date
Te – Time expected
The Forward Pass
Start with 0 as the Early Start of the first node.
In the forward pass, the duration in each node is added to the Early Start (ES)
and the result is put in the Early Finish (EF).
Following the arrows forward (left to right) indicating dependencies, the ES of
a predecessor activity is placed in the EF of successor activities.
The calculation is repeated until branches join; before proceeding, all the
branches that join must finish their addition.
When selecting which EF is used in the merging node, use this reminder:
4-22

In the forward pass we are adding, therefore the numbers are getting
larger, so use the largest number.
Activity: Calculate the Forward Pass
Calculate the forward pass using the numbers provided in the
following image.
The Backward Pass
Start with total project duration as the Late Finish of the last node.
In the backward pass, the duration in each node is subtracted from the Late
Finish (LF) and the result is put in the Late Start (LS).
Following the arrows backwards (right to left) indicating dependencies, the LS
of a predecessor activity is placed in the LF of successor activities.
The calculation is repeated until branches join; before proceeding, all the
branches that join must finish their subtraction.
When selecting which LS is used in the merging node, use this reminder:
4-23

In the backward pass we are subtracting, therefore the numbers are getting
smaller, so use the smallest number.
Activity: Calculate the Backward Pass
Calculate the backward pass using the numbers provided in the
following image.
Completed Backward and Forward Pass
Total float is calculated once both passes have been completed by subtracting
the early finish from the late finish.
Total Float = LF – EF or LS – ES
Activity: Calculate the Total Float
Calculate the total float using the numbers provided in the
following image.
4-24

Free Float – The amount of time that an activity can be delayed without
delaying the early start date of any immediate successor activity within the
network path.
Total Float – The amount of time that an activity may be delayed from its early
start without exceeding the late finish date thereby delaying the project.
What is the Critical Path?
What is the critical path?
The longest path(s) through the network schedule
Determines the overall duration of the project as
planned, i.e., the shortest time to complete the project
as planned
The path(s) with activities that have zero total float
Not the only path of work requiring management control
The project manager needs to know the critical path to determine if that path
contains risky work. If the critical path contains work that is determined to be
high risk, techniques can be used to “crash” the activities on the current critical
path so that another path with less risky work becomes the critical path. This
process, known as critical path analysis, helps make the project successful.
The critical path is the shortest time period in which the project can be
completed. If this time is past the due date of the project deliverable then
“crashing” the network schedule can be implemented, and additional resources
can be applied, or the scope can be balanced to what the resources on hand can
accomplish.
Throughout the project, the critical path may change as activities are
completed ahead of or behind schedule.
4-25

Exercise 4-2: Prepare a Network Diagram
Directions
1. Review the table below.
2. Calculate forward and backward
pass.
3. Calculate total float.
4. Identify critical path.
Activity Duration Successor(s)
A 8 B, C
B 19 D
C 16 E, F
D 14 G, H
E 14 H
F 13 I
G 12 I
H 12 I
I 8 End
4-26

Exercise 4-3: Planning Exam Questions:
Sections 4–6
Directions
1. Take the Sample Planning Exam Sections
4–6.
2. When all team members finish the exam,
review all of the exam questions. Compare
your answers and discuss each exam
question.
3. When the teams are finished reviewing their answers, the instructor will
lead a class review of the exam questions.
4-27

Prepare Your Study Plan
Review your list from the What's Important section of this lesson and erase the
checkmarks on items that you now understand enough to take the exam.
Project Cost Management (Section 7)
Class Activity: Presenting Processes
The instructor will divide the class into groups and assign
each group a Project Cost Management process
Each group must teach the class about their assigned process; this can be
presented in any way, but the inputs, tools & techniques, and outputs
must be included
As the groups present, make sure to write down the information in your
workbook
Plan Cost Management (Process 7.1)
Turn to section 7.1 Plan Cost Management in the PMBOK® Guide and
Project charter
factors
assets
Expert judgment
Analytical techniques
Meetings
Key Terminology
Using your PMBOK® Guide, write the definition of the following term.
Term Definition
Cost management
plan
Estimate Costs (Process 7.2)
Turn to section 7.2 Estimate Costs in the PMBOK® Guide and complete the
following table.
4-28

Scope baseline
Project schedule
Risk register
factors
assets
Expert judgment
Analogous estimating
Parametric estimating
Bottom-up estimating
Three-point estimating
Reserve analysis
Project management
software
Group decision-making
techniques
Activity cost estimates
Project documents
updates
Key Terminology
Term Definition
Human resource
management plan
Risk register A document in which risks are recorded together with the results of
risk analysis and risk response planning.
Cost of Quality
(COQ)
Conformance
Nonconformance
Activity cost estimates The projected cost of the schedule activity that includes the cost for all
resources required to perform and complete the activity, including all
cost types and cost components.
Basis of estimates
4-29

Risk Register
The risk register details all identified risks, including:
Description
Category
Cause
Probability of occurring
Sample risk register:
Risk Event
Probability
(1 to 3)
Impact
(1 to 3)
Risk
Score
(P x I)
Priority
Response
Strategy
The lease agreement may not be
reached in time.
1 3 3 3 Accept with
contingency
Verna may not have adequate
skills to perform the assigned
activities.
3 3 9 1 Mitigate
Accept with
contingency
Movers may not be available
when needed on the schedule.
2 3 6 2 Mitigate
Probability Impact
1 Low 1 Low
2 Medium 2 Medium
3 High 3 High
Determine Budget (Process 7.3)
Turn to section 7.3 Determine Budget in the PMBOK® Guide and complete the
following table.
Scope baseline
Activity cost estimates
Basis of estimates
Project schedule
Resource calendars
Risk register
Agreements
assets
Reserve analysis
Expert judgment
Project documents
updates
4-30

Key Terminology
Term Definition
Cost aggregation
Funding limit
reconciliation
Cost baseline
Project funding
requirements
Cost Baselines, Expenditures, & Funding Requirements
Payback Period
The payback period is a calculation of the number of years it will take to
recover (pay back) the original amount invested in a project. If a choice is
made between two mutually exclusive projects, the one with the shortest
payback period is the better investment.
Payback is a relatively simple to calculate, yet it has its limitations in that it
does not consider the time value of money or the expected cash flows beyond
the payback period.
4-31

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