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For each Knowledge Area there is one mindmap comprising: The Knowledge Area and associated Project Management Processes The Process Group which corresponds to the Project Management Process Whether the Project Management Process is a Core or Facilitating Process The Inputs, Tools and Techniques and Outputs of each Project Management Process
Norwin Lederer – PMP®
LEGEND:
Definition (italics) Inputs
Project Management Process The ten most common concepts have been iconised as follows:
Outputs
Lessons Learned
Knowledge Area
Supporting detail ☺ Performance reports Change requests Historical information Assumptions
Icons and associated concepts
Constraints Other planning outputs Work results Expert judgment Unfortunately not all the icons and associated concepts make sense, however my software package limited me to these ten! LEGEND.mmp
PMP Study Notes by Norwin Lederer (PMP®)
T&T
Key to icons
Indication of: Process Group / Core or Facilitating Process
All inputs to project management process All tools and techniques for use in project management process All outputs to project management process
Integrating & coordinating all the project plans to create a consistent, coherent document. Other planning outputs Historical information Inputs
Organisational policies Assumptions Constraints
Project plan development
Project planning methodology
Planning/Core
Stakeholder skills & knowledge
T&T
PMIS EVM Project plan
Outputs Coordinating changes across the project Project plan ☺ Performance reports
Supporting detail
4. Project integration management
Inputs
Change requests Change control system
Integrated change control
Configuration management Performance measurement
Carrying out the project plan by performing the activities included therein.
T&T
Project plan
Controlling/Core
Additional planning
Supporting detail
PMIS
Inputs
Project plan updates Corrective action
Organisational policies Corrective action
Outputs
Preventive action
Lessons learned
Project plan execution
General mngt. skills Product skills & knowledge
Executing/Core
T&T
Work authorisation system Status review meetings PMIS Organisational procedures
Outputs
4. Project Integration Management.mmp
PMP Study Notes by Norwin Lederer (PMP®)
Work results Change requests
Controlling changes to the project scope WBS ☺ Performance reports
Inputs
Change requests Scope management plan
Scope change control
Scope change control system Performance measurement
Estimating the number of work periods that will be needed to complete individual activities
Milestones PDM
Planning/Core
Activity lists
T&T
Ð Constraints Ï Assumptions Resource requirements
Outputs
e Activity duration estimating
Historical information Identified risks Expert judgement Quantitatively based durations
Planning/Core T&T
Reserve time (contingency) Activity duration estimates Basis of estimates Activity list updates
6. Project Time Management.mmp
PMP Study Notes by Norwin Lederer (PMP®)
Conditional diagramming method Network templates
Inputs
Resource capabilities
Analogous estimating
ADM
Outputs
Project network diagrams Activity list updates
Controlling changes to the cost budget Determining what resources (people, equipment, materials) and what quantities of each should be used to perform project activities
Cost baseline ☺ Performance reports
Inputs
Change requests Cost management plan
WBS Historical information
Cost change control system Performance measurement
Developing an approximation (estimate) of the costs of resources needed to complete project activities WBS Resource requirements Resource rates
Allocating the overall cost estimate to individual work activities
Inputs
Cost estimates WBS Project schedule
Cost budgeting
Cost budgeting tools and techniques Cost baseline
T&T
Estimation publications Historical information
Inputs
Risk management plan
Activity duration estimates
Planning/Core
Outputs
Chart of accounts
Cost estimating
Risks Analogous estimating
Planning/Core
Parametric estimating T&T
Bottom-up estimating Computerised tools Other estimating methods Cost estimates
Outputs
Supporting detail Cost management plan
7. Project Cost Management.mmp
PMP Study Notes by Norwin Lederer (PMP®)
Identifying which quality standards are relevant to the project and determining how to satisfy them Quality policy Inputs
Scope statement Product description Î Other process outputs
Monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance Work results Quality management plan Operational definitions
Planning/Facilitating
Design of experiments
Inputs
Quality management plan Outputs
e Quality control
Control charts T&T
Flowcharting Cost of quality
Inspection
Statistical sampling
Benchmarking T&T
Checklists
Pareto diagrams
Benefit/cost analysis
c Quality planning
Controlling/Facilitating
8. Project quality management
Operational definitions Checklists Inputs to other processes
Evaluating overall project performance on a regular basis to provide confidence that project will satisfy the relevant standards Quality management plan Inputs Results of quality control measures Operational definitions T&T Outputs
8. Project Quality Management.mmp
PMP Study Notes by Norwin Lederer (PMP®)
Quality planning tools and techniques Quality audits Quality improvement
Identifying, documenting and assigning project roles, responsibilities and reporting relationships Project interfaces Inputs
Staffing requirements Constraints
Organisational planning
Project plan Inputs
☺ Performance reports External feedback
Team development
Team-building activities General management skills T&T
Reward and recognition systems
Organisational theory Stakeholder analysis
Outputs
Staffing management plan
Human resource practices
Role and responsibility assignments
Project staff
9. Project human resources management
Staffing management plan Org chart Supporting details
Executing/Facilitating
Co-location
Getting the human resources needed assigned to and working on the project
Training
Input to performance appraisals
T&T
Planning/Facilitating
Developing individual and group competencies to enhance project performance
Performance improvements
Templates
Staffing management plan
Outputs
Inputs
Staffing pool description Recruitment practices
Staff acquisition Planning/Facilitating
Negotiations T&T
Procurement Outputs
9. Project Human Resource Management.mmp
PMP Study Notes by Norwin Lederer (PMP®)
Pre-assignment
Project staff assigned Project team directory
Generating, gathering, and disseminating information to formalise a phase or project completion Performance measurement documentation Inputs Product documentation Other project reports Performance reporting T&T Project reports
T&T
Administrative closure
Determining the information and communications needs of stakeholders:
Collecting and disseminating performance information. This includes:
Who needs what information When will they need it, and
Stakeholder analysis
Outputs
Communications management plan
Making needed information available to project stakeholders in a timely manner
forecasting
Work results Project plan Work results
Inputs Inputs
Performance reporting
Other project records Performance reviews Variance analysis Trend analysis
T&T
Controlling/Core
Earned value analysis Information distribution T&T Change requests ☺ Performance Reports
10. Project Communications Management.mmp
Information distribution
Communications skills T&T
Executing/Facilitating
PMP Study Notes by Norwin Lederer (PMP®)
Informational retrieval systems Informational distribution methods
Outputs
Outputs
Communications management plan Project plan
Project records Project reports Project presentations
Monitoring residual risks, identifying new risks, executing risk reduction plans, and evaluating their effectiveness throughout the PLC Risk management plan Risk response plan Inputs
Project communication Additional risk identification and analysis Scope changes Project risk response audits Periodic project risk reviews
T&T
Earned value analysis
h Risk monitoring and control
Deciding how to approach and plan the risk activities of the project Project charter
Stakeholder risk tolerances Templates for the organisation's risk management plan
Outputs
Updates to the risk response plan
Planning/Core
WBS
Risk database Updates to risk identification checklists
T&T
Planning meetings
Outputs
Risk management plan
Developing procedures and techniques to enhance opportunities and reduce threats to the project's objectives Risk management plan List of prioritised risks Risk ranking of the project Prioritised list of quantified risks Probabilistic analysis of the project Probability of achieving the cost and time objectives
Inputs Determining which risks might affect a project and documenting their characteristics
List of potential responses Risk thresholds Risk owners
Risk management plan
Common risk causes
Avoidance Transference Mitigation
Î Project planning outputs
Inputs
g Risk response planning
Trends in qualitative and quantitative risk analysis results
Inputs to other processes Inputs to revised project plan
Measuring the probability and consequences of risks and estimating their effects on project objectives
Performing a qualitative analysis of risks to prioritise their effects on project objectives
Risk management plan Identified risks
Risk management plan
List of prioritised risks
Identified risks Inputs
List of risks for additional analysis and management
Project status Inputs
Historical information Expert judgement
f Quantitative risk analysis
Î Other planning outputs Interviewing Sensitivity analysis
T&T
Decision tree analysis
Data precision Scales of probability & impact
e Qualitative risk analysis
Ï Assumptions
Planning/Facilitating
Risk probability and impact Planning/Facilitating
Simulation
T&T
Probability of achieving the cost and time objectives
Probability/impact risk rating matrix Project assumptions testing Data precision ranking
Prioritised list of quantified risks Probabilistic analysis of project
Project type
Overall risk ranking of project
Outputs
Trends in quantitative risk analysis results
Outputs
List of prioritised risks List of risks for additional analysis and management Trends in qualitative risk analysis results
11. Project Risk Management.mmp
PMP Study Notes by Norwin Lederer (PMP®)
Determining what to procure and when Completion and settlement of the contract, including resolution of any open items Contract documentation Procurement audits
Scope statement Product description
Inputs T&T
Procurement resources Inputs
h Contract closure c Procurement planning
Closing/Core
Contract file Outputs
Formal acceptance and closure
Market conditions Other planning outputs Constraints Assumptions
Planning/Facilitating
Make-or-buy analysis T&T
Expert judgement Contract type selection
Managing the relationship with the seller
Outputs
Contract Work results
Statement(s) of work (SOW)
Inputs
0 Change requests
g Contract administration
Seller invoices Contract change control T&T
Performance reporting Payment system
Documenting product requirements and identifying potential sources Procurement management plan Inputs
Exectuing/Facilitating
12. Project procurement planning
Correspondence Contract changes
Procurement management plan
Outputs
Payment requests / payments
SOW Other planning outputs
d Solicitation planning T&T Planning/Facilitating
Standard forms Expert judgement Procurement documents
Outputs
Evaluation criteria Updated SOW
Choosing from among potential sellers Proposals Evaluation criteria
Inputs
Obtaining quotations, bids, offers or proposals, as appropriate
Organisational policies
f Source selection
Contract negotiation Weighting system Screening system