MUST Know Topics For PMP Exam!!!

Published on December 27, 2016

Sal Syed PMP, ITIL Follow 29 5 7

INTEGRATION

MOST Important Topics for the EXAM from Integration Management

Business Case and SOW are Inputs to Develop Project Charter

1. Understand the business case and project statement of work as inputs to project
creation

a. Business case explains why this project is undertaken, the problem it will solve,
and the benefit of cost analysis. Projects may be undertaken for several reasons, which
should be explained in the business case:

i. Market demand

ii. Business need

iii. Customer request

iv. Technological advance

v. Legal requirement

vi. Ecological impact

vii. Social impact

b. Statement of Work (SOW): a written description of the project’s product, service

or result. Includes essential elements such as what is to be done, the business reason for
doing it, and how the project supports the organization’s strategy.

2. Know to calculate benefit to cost ratio

a. BCR >1 is good because benefit is higher than cost

b. BCR<1 is bad because cost is higher than benefit

3. Know to calculate present value and net present value

a. Net Present Value (NPV) – take out costs

i. NPV=sum [cash/(1+r)^n] – initial investment

b. Present Value formula (PV):

i. PV=FV [1/(1+r) ^n]

SCOPE

MOST Important Topics for the EXAM from Scope Management

1. Understand definitions of group creativity techniques especially brainstorming,

Delphi Technique and Nominal Group Technique
a. Group Creativity Techniques

i. Brainstorming

ii. Delphi Technique: prevent biasness using unanimous experts

iii. Nominal Group Technique: brainstorming ideas are voted upon and sorted by
priority

2. Understand other tools and techniques for collect requirements especially

benchmarking and prototypes

a. Benchmarking: it’s about working outside of the project to understand best

practices. These may come from other departments within the company or similar
organizations within the same industry.

b. Prototypes: creates a model of the end product with which the user can
interact. The idea becomes tangible and can be used by people, allowing the project
team to understand what works and doesn’t work about the model.

3. Understand the concept of WBS and work package

a. WBS: risks, activities, costs, quality, attributes, and procurement decisions all tie
back to the WBS, primary tool for verifying and controlling the project’s scope. It’s a
graphical, hierarchical chart, logically organized from top to bottom.

b. Work Packages cannot be easily decomposed further, small enough to be

estimated for time and cost, and may be assigned to a single person.

c. Note: if an item is not on the WBS, it does not get delivered on the project. The
project teams the project manager creates the WBS and it’s a means of team
building. WBS is an integration tool, allowing you to see where individual pieces of
work fit into the project as a whole. It helps define responsibilities for the team. It is also
a communication tool.

TIME

MOST Important Topics for the EXAM from Time Management

Estimating Tools in Estimate Activity Durations

1. Know the 3 point estimating formula (PERT) (Tools in Estimate Activity

Durations)

a. Beta distribution (weighted-average or PERT) = (P + 4M + O)/ 6

Note: only need to remember picture of graph (it’s a curve)

b. Triangular distribution (simple-average or straight-lined) = (P + M + O)/3

Note: only need to remember picture of graph (it’s a triangle- sharp point, not curved)

c. Standard deviation = (P – O)/ 6

2. Understand definitions of analogous estimating and parametric estimating (Tools

in Estimate Activity Durations)

a. Analogous Estimating “top-down”: where an activity from a previous project is

used to help estimate another activity’s duration. Similar activities.

b. Parametric Estimating “linear”: if one team member can install 100ft of fence in 1
day, then it would take 10 teams to install 1000ft of fence in 1 day. Works well for
activities that are either linear or easily scaled.
3. Very important to know when to use crashing or fast-tracking (Tools in Develop
Schedule. Crashing and Fast-tracking are Schedule Compression tools.)

a. Crashing: adding resources to a project activity so that it will be completed more

quickly. Always increases costs. Note: If you have extra money or currently under
budget and behind schedule, you would crash the project by hiring additional resources
to get the project back on track

b. Fast-Tracking: re-order the sequence of activities so that some of the activities are
performed in parallel. Always increases risks. Note: If you are ahead of schedule and
short on money (currently over budget), then you can fast-track by performing multiple
tasks at the same time (in parallel to each other) to get back on track.

4. Understand Critical Path Method and Schedule Network Analysis (Tools in

Develop Schedule)

a. Critical Path Method: the longest path with zero float. Any change to critical path
will affect one of the triangle constraints of scope, schedule or time.

i. Forward pass is +days and – 1

ii. Backward pass is –days and +1

b. Schedule Network Analysis: a group of techniques used to create schedule. Any of

the other specific tools or techniques that are a part of the process of Develop Schedule
is a part of schedule network analysis. Some of these tools include Critical Path
Method, Critical Chain Method, Resource Optimizing Techniques.
5. Understand Leads and Lags (Tool in Develop Schedule)

a. Leads: one activity getting a head start on another

b. Lags: waiting period that exists between 2 activities. The waiting period must
occur so no resources are expended – they are simply waiting. E.g. waiting for the
cement to harden before they can pave the driveway.

6. Know the definition of Monte Carlo analysis (this is a modeling technique in

Develop Schedule)

a. Monte Carlo Analysis: computer simulation that throws a high number of “what-
ifs” scenarios at the project schedule to determine probable cause.

COST

MOST Important Topics for the EXAM from Cost Management

1. Very, very important to understand (not just memorize) the earned value
management formulas especially CPI, SPI, EAC and ETC

a. BAC: Budget At Completion

b. PV= Planned % Complete (BAC)

c. EV= Earned % Complete (BAC)

d. AC= Actual Cost

e. CV= EV-AC (positive amount is good, negative amount is bad)

f. SV=EV-PV (positive amount is good, negative amount is bad)

g. CPI=EV/AC (>1 is good; <1 is bad)

h. SPI=EV/PV (>1 is good; <1 is bad)

i. EAC= BAC/CPI

j. ETC= EAC-AC

k. VAC= BAC-EAC

l. TcPI= (BAC-EV)/ (BAC-AC) if targeting original budget (opposite >1 is bad; <1
is good)

m. TcPI= (BAC-EV)/BAC-EAC) if targeting the current forecast (opposite >1 is bad;

<1 is good) = this index is how hard do you have to work to meet the schedule. E.g. if
TcPI is 1.10, it means you have to work 110% to get 100%; if TcPI is .90, it means you
have to only work 90% to reach 100%.

2. Again, know Analogous estimating and Parametric estimating in respect to costs

a. Analogous Estimating: in cost management, this tool uses actual results of projects
that have been performed by your organization as the estimate for your
activities. Accuracy depends on how similar the 2 projects are.

b. Parametric Estimating: in cost management, this tool is often used on projects

with a high degree of historical information, and works best for linear, scalable
projects. E.g. 4 million budget to build 1 mile of road, then you need 32 million to build
8 miles of road.

3. Know the ranges of Order of Magnitude Estimates

4. Understand when to use the Reserve Analysis

a. Reserve Analysis: contingency reserve to buffer against slippage on the project in

Estimate Costs. There are 2 types of reserves: Contingency Reserve and Management
Reserves.

b. Contingency Reserve: the cost or time reserve that is used to manage identified
risks or “known-unknown” (known=identified, unknown=risks). This is not a random
reserve; it is an estimated reserve based on various risk management techniques such
EVM and Decision Tree Method. This reserve is controlled by the PM.

c. Management Reserve: the cost or time reserve that is used to managed unidentified
risks or “unknown-unknown” (unknown=unidentified, unknown=risks). This reserve is
not estimated – it is a random figure (e.g. 10% of estimated cost of project), which is
identified by the organization – based on overall uncertainty of the project. Management
reserve is not controlled by the PM – it is managed by someone outside the project
team, usually someone from management. This reserve is used in emergencies. PM
would need to request permission from management to use this reserve.

d. Cost baseline = cost estimates + contingency reserve

e. Project budget = cost baseline + management reserve

Understand what the S Curve diagram does in respect to actual vs planned

QUALITY
MOST Important Topics for the EXAM from Quality Management

1. Very important to know Ishikawa or fishbone diagrams or cause & effect diagrams

a. Ishikawa or fishbone diagrams aka Cause-and-Effect Diagrams is used to identify

the root causes. Quality problems are traced back to their root causes so that prevention
may be used instead of inspection.

2. Pareto Chart is very important to know concept

a. Pareto Charts aka 80/20 rule states that 80% of the problems come from 20% of
the causes. Pareto chart is used to help determine the few root causes behind the
majority of the problems and arranges the result from most frequent to least frequent.

3. Know when to use control chart and rule of 7

a. Control Charts: has 3 standard deviation above and below the mean, these are their
upper control limit (UCL) and lower control limit (LCL). Any data points that lie
between these 2 control limits are acceptable. This chart helps determine whether or not
a process is in control.

b. Rule of 7: if 7 or more consecutive data points fall on one side of the mean, they
should be investigated. This is not good.

4. Understand Prevention vs Inspection (in PMP, always better to prevent issues from
happening than finding them in inspecting)

a. Prevention vs Inspection: prevention is simply keeping defects from occurring,

while inspection is about catching the errors that have occurred before they impact
others outside the project.

5. Know when to use quality audits (Audit is Quality Assurance main tool)

a. Quality Audits: this audit review is to evaluate which activities should be

improved and which meet quality standards. This helps improve product acceptance and
overall cost of quality acceptance.

6. Know when to use statistical sampling

a. Statistical Sampling: random sample is selected instead of measuring the whole

population. By sampling properly, you can dramatically cut down the # of
measurements you need to take and save a lot of work and time.

7. Special Causes vs Common Causes

a. Special causes are unusual and preventable whereas common causes are normal
and accepted. E.g. if your manufacturing process produce 250 defects per 1 million due
to assembly errors, that might be considered special cause, whereas is your
manufacturing company produced 1 defect in 1 million due to bad raw materials, that
might be considered common cause.

8. Tolerance vs Control Limits

a. Tolerance deals with the limits your project has set for product acceptance. E.g.
12-15 grams weights are acceptable range for product acceptance.

b. Control limits are set as 3 standard deviation above and below the mean – as long
as the results fall within these limits, the process is in control.

HR

MOST Important Topics for the EXAM from Human Resource Management

Know that a RACI chart involves 1 person only for Accountable

a. RACI Chart: generally, only 1 person is assigned Accountability for a work

package, but more than 1 person may be responsible for performing the work on a work
package.

2. Understand Responsibility Assignment Matrix (RAM)

a. RAM: displays work packages in the rows and roles in the columns. Each cell
shows how a specific role will work on a particular work package.

b. RACI Chart is a type of RAM in Plan HR

3. Many questions on Tuckman’s Ladder of Team Development (when to choose
forming, storming, norming, performing, adjourning) – used in Develop Project
Team. Team development that defines 5 levels of performance.

a. Forming: 1st stage where team understands the project and their roles.

b. Storming: chaotic stage – team begins to do the work but has high conflict and
difficulty.

c. Norming: behavior normalizes and members begin to work as a team. Project

manager shares more leadership with the team in this stage.

d. Performing: team is working at an efficient level that exceeds what an individual

could accomplish alone. The project manager’s role changes to overseeing and
delegating.

e. Adjourning: project is closed and team is released. Since individuals tend to fear
change, this stage can be difficult on everyone.

4. Colocation is a hot topic

a. Colocation (Develop Project Team): the act of physically locating team members
in the same general space. Most common is to create a war room where all the team
members work or to collocate the project team at the customer’s site.

5. Know when to use Virtual Teams

6. Understand when Theory X is used (a manager for an assembly-line company may

use Theory X to make sure everyone is doing the work properly so the line flow doesn’t
get messed up)

a. McGregor’s Theory X and Theory Y: these are management’s styles per the person
aka the project manager.

b. Theory X: manager assumes that team members are only interested in their own
selfish goals. They are unmotivated, dislike work, and they must be forced to
work. They micro-manage their employees like my old boss at CBRE. The manager
believes that constant supervision is needed to achieve desired results on the project.

c. Theory Y: manager assumes that people are naturally motivated to do good

work. “Y” managers believe their team members need very little supervision and can be
trusted to do the work. No micro-managing.

7. Know the 3 Need Theory

a. McClelland’s Three Need Theory aka Achievement aka Achievement Theory

(Achievement, Power and Affiliation) states that employees are motivated by these 3
primary needs. Note: by understanding the needs of individuals, the project manager
can work to manage roles and motivate overall project team to reach peak performance.

i. Achievement (nAch) – employee have a need to stand out. They prefer to work
alone. Doesn’t like high risk or low risk projects. They don’t like high risk cause they
are most likely to fail for working alone and they don’t like low risks cause they fear
that they won’t get the recognition.

ii. Power (nPow): Employee has desire for social power or personal power. Social
power employees is more favored than personal power employee since social is for the
common good of everyone.

iii. Affiliation (nAff): employee wants to belong to a team.

8. A lot of questions on conflict management. Know when the PM is doing problem

solving, collaboration, compromise, forcing, smoothing and withdrawal. Conflict
Management is a part of Manage Project Team in HR.

a. Problem Solving: involves confrontation, but it is confrontation of the problem

and not the person! It means dealing with the problem head-on. Most favored on exam
to solve conflict.

b. Collaboration: 2nd most favored on exam for conflict management. Individuals (or
teams) work together with other individuals (or teams) to come to a solution.

c. Compromise: takes places when both parties have to sacrifice something for the
sake of reaching an agreement. Presented as “lose-lose” situation on exam since both
parties give up something.

d. Forcing: bringing whatever force or power necessary to solve conflict. Worst way
to resolve conflict; it reduces team morale, and it’s almost never a good long-term
solution.

e. Smoothing: downplays conflict instead of dealing with it head on and does not
produce a solution to the conflict. PM plays down the conflict and turns attention to
what is going well. “We shouldn’t be arguing with each other. Look at how well we’ve
done so far and we’re ahead of schedule.” Smoothing merely tries to diminish the
problem instead of actually resolving it.

f. Withdrawal: not a favored method of conflict resolution because the conflict is

never resolved. This is technically not a conflict resolution technique but a means of
avoidance; hoping the problem will go away by itself.

9. Know constructive team roles; destructive team roles (also in Manage Project
Team in HR)
Gatekeeper has 2 different meanings. Someone that is a gatekeeper can be the person
that gets everyone involved in the conversation/ meeting such as “hey, we haven’t heard
from this side of the room, Tam- what do you think about this issue?” Or a gatekeeper
can be someone at the phase-gate/ kill point who decides whether the project should
continue or terminate based on where it’s currently at a certain point.

10. Know the concept of Hygiene Theory (don’t confuse this for personal hygiene). A
part of Develop Project Team in HR.

a. Herzberg’s Motivation – Hygiene Theory: states that the presence of certain

factors does not make someone satisfied, but their absence will make them unsatisfied.

COMMUNICATION

MOST Important Topics for the EXAM from Communication Management

1. Know the channels formula = n(n-1)/ 2. Know how to get n if # of

communications is given (do trial and error method). n= team members (# of people)

2. Know when it is informal/ formal written; informal/ formal verbal

a. Informal written (email, memos): used frequently to convey information and

communicate.

b. Formal written (contracts, legal notices, project documents (project charter), and
important project communications): used infrequently but essential for prominent
documents that go into project records. The project plan is a formal written
document. This is considered 1 way communication.

c. Informal verbal (meetings, discussions, phone calls, conversations): used to

communicate information quickly and efficiently. This is considered 2 way
communications.

d. Formal verbal (speeches, mass communications, presentations): used for public

relations, special events, company-wide announcements, sales, conventions, etc.

3. Know interactive, push or pull categories

a. Interactive: a meeting where people can ask questions (webex)

b. Push: a bulk email blast (company announcements)

c. Pull: a website where a video presentation or white paper can be downloaded (the
user has to go get the info aka pull the info)

RISK

MOST Important Topics for the EXAM from Risk Management

1. Very important to know strategies for negative risks or threats (avoid, transfer,
mitigate, or accept)

a. Avoid: avoid the risk e.g. software project may choose to avoid the risk associated
with using a particular piece of cutting-edge technology in favor of using a slower but
more reliable technology

b. Transfer: transfer the risk to another party to make it their responsibility. E.g.
buying insurance or bonds

c. Mitigate: to minimize the risk. E.g. if you were concerned about hurricane season
in

Florida, then chose to build outside that period.

d. Accept: used as a strategy in positive and negative risks. Sometimes, it’s best to
accept the risk if the cost or impact of the other strategies is too great.

2. Also as important to know strategies for positive risks or opportunities (exploit,

share, enhance and accept).

a. Exploit: to remove any uncertainty. E.g. If a positive risk is finishing the project
early is identified, then adding additional people to ensure the project is completed early
would be an example of exploiting the risk.

b. Share: in order to share a positive risk, the project seeks to improve the chances of
the risk occurring by working with another party. E.g. getting a big contract for
construction- can partner up with another construction company to do the job.

c. Enhance: working to influence the underlying risk triggers, you can increase the
likelihood of the risk occurring. E.g. an airline might add flights during holiday season
to increase traffic and profits.

d. Accept: accepting the risk is acknowledging that this is the best strategy over all
others.

3. Again, know when to use Monte Carlo analysis in risk

a. Monte Carlo Analysis: think ‘simulation”. You can simulate the schedule by
throwing a large # of scenarios at the schedule to see the impact of certain risk
events. This is performed by a computer. This is a part of Quantitative Risk Analysis
and is a technique to simulate a schedule. Monte Carlo is also in Time Management.

4. Know when a diagram is a Decision Tree

a. Decision Tree Analysis (Quantitative Risk Analysis): decision trees are used to
show probability and arrive at a dollar amount associated with each risk. Used in make-
or-buy analysis and know what it looks like for exam.

5. Understand Tornado diagram

a. Tornado Diagrams (Quantitative Risk Analysis): ranks the bars from greatest to
least on the project so the chart takes a tornado-like shape.
6. Know probability and impact matrix

a. Probability and impact matrix (Qualitative Risk Analysis): used to determine risks
with highest priorities. Has rankings such as low, medium, high or 1 through 10 and are
multiplied together to get a score. The score is used to set priorities.

7. Know when to use Reserve (contingency) in a risk situation

a. Reserve Analysis (Tool in Control Risks) aka contingency reserves can apply to
schedule or cost. Periodically, the project’s reserve, whether cost or time, should be
evaluated to ensure it is sufficient to address the amount of risk the project expects to
encounter.

Note: contingency reserve + cost estimates= cost baseline;

Cost baseline + management reserve = cost budget

PROCUREMENT

MOST Important Topics for the EXAM from Procurement Management

1. Know when to use Make-or-Buy Analysis (tool in Plan Procurement)

a. Make-or-Buy Analysis looks at all factors such as risks, cost, releasing proprietary
information to decide whether to make the product internally or buy externally.

2. Very important when to use contract types (Fixed price vs Time & Material)

a. Fixed Price aka Lump Sum Contracts is a single-fee contract and very popular
when the scope is thoroughly defined and completely known. 3 different types of fixed
price:

i. Firmed Fixed Price (FFP): price is fixed, sellers bears all the risks for cost overruns.

ii. Fixed Price Incentive Fee (FPIF): price is fixed with an incentive fee for meeting a
target specified in contract. E.g. finishing the work ahead of schedule by 2 weeks will
grant the seller a bonus of $10,000

iii. Fixed Price Economic Price Adjustment (FP-EPA): popular contract where
fluctuation in exchange rate or interest rate may impact a project.

b. Time and Material Contract: the seller charges for time plus the cost of any
materials needed to complete the work. The buyer bears all the risk.
c. Cost Reimbursable Contracts has 2 different types:

i. Cost Plus Fixed Fee (CPFF): the seller passes the cost back to the buyer and
receives an additional fixed fee upon completion of the project.

ii. Cost Plus Incentive Fee (CPIF): the seller passes the cost back to the buyer and
gets and incentive fee for meeting a target (usually ties to keeping the costs low)
specified in the contract.

3. Know when to use Firmed Fixed Price vs Fixed Price Incentive Fee

4. Who bears the risk for each type of contract?

STAKEHOLDER

MOST Important Topics for the EXAM from Stakeholder Management

Know stakeholder analysis (tool in Identify Stakeholder)

a. The goal of this analysis is to identify which stakeholders should receive project
communications. What communication they should receive, how they should receive
them and how often. Not all stakeholders are treated equally. A stakeholder is anyone
who creates or causes a need, affected by the need, and would be affected by the
solution. When the analysis is complete, the stakeholder’s underlying needs should be
ranked from the greatest to least.

2. Understand Interest and Power as Stakeholder’s perspective

a. Analytical Techniques (Input to Manage Stakeholder): stakeholders’ level of

engagement must be understood and analyzed. This shows current and desired states of
project stakeholders. Know for exam the table below:

PMP DICTIONARY
Endeavor: try to achieve something

Discrete: under the radar or not noticeable

Subsequent: coming after something in time

Benchmark: set of standards used as point of reference for evaluating performance of

level and quality

Deviate: depart from an establish course or to turn aside

Compliance: the act of obeying an order, rule of request

Matrix: Medium of structure

Exert Influence: to use authority, power, influence, and/or pressure

Composite: made up of various parts or elements

Analogy: a comparison between two things based on their structure and for explanation
or clarification

Adhere: believe in and follow the practice of

Nuanced: past practice

Appetite: a strong desire or liking for something

Culmination: the highest or peak or endpoint of something

Fuse: join or blend to form a single entity

Consensus: general agreement or general opinion

Implies: strongly suggested the truth indirectly

Iteration: is the act of repeating the process. One iteration is used as the starting point
for the next iteration

Linear: arranged in or extending along a straight or nearly straight line

Constraint: a limitation or a restriction or setback

Phenomenon: a fact, occurrence, or circumstance observed

Disbursement: the payment of money from a fund or account

Exert: make a physical or mental effort, influence

Decisive: settling an issue, producing definite result

Increment: rapid increase

Prototype: a preliminary model of something from which other forms are developed or
copied, especially a machine

Disseminating: to cut body into pieces

Coercive: relating to or using force of threat

Artifact: typically on item of cultural or historical interest

Pessimistic (-ve): tending to see worst aspect of things

Skeptical: always in doubt

Cynical (cynicism): thinking that people always have self-interest to be nice to you, like
a motive

Optimistic (-ve): hopeful and confident about future

Probability: is likelihood of something happening

Cumulative: increasing or successive additions

Heuristic: is a generally accepted rule

Detriment: tending to cause harm

Conversely: introducing a statement or idea that reverses one that has just been made or
referred to

Conformance: compliance with standards, rules, or laws

Liaison: communication or cooperation that facilitates a close working relationship

between people or organizations.

Diminish: make or become less

Incumbent: necessary for (someone) as a duty or responsibility

Contingency: a future of event or circumstance that is possible but can be with certainty.

Converge: come together from different directions so as eventually to meet.

Threshold: is a parameter that should trigger action (generally defined for Project
Parameters).
Metrics: a method of measuring something or the result obtain from it (through chart)

Optimal: best or most favorable.

Trade Off: a balance achieved between two desirable but incompatible features
compromise.

Monetary: of or relating to money or currency.

Encompass: surround and have or hold within.

Prospective: likely to happen at a future date.

Augmenting: make (something) greater by adding to it; increase.

Stipulation: a condition or requirement that is specified or demanded as a part of an

agreement.

Concise: giving a lot of information clearly and in a few words; brief but
comprehensive.

Depicted: portray in words; describe.

Commensurate: corresponding in size or degree; in proportion.

Manifestation: the action or fact of showing a theory

Meticulously: taking or showing extreme care about minute details; precise; thorough.

Enumerated: to name (things) one after another in a list.

Deterministic: a system in which no randomness is involved in the development of

future states of the system.

Assertion: a confident and forceful statement of fact or belief.

Coveted: desire to possess or have (something).

Nevertheless: in spite of that.

Reluctant: unwilling and hesitant.

Devise: plan or invent by careful thought

Extrinsic: not part of the essential nature of someone or something; coming or operating
from outside.

Outliers: an observation point that is distant from other observations.

Deem: regard or consider in a specified way.

Scarce: insufficient for the demand.

Repudiatory: the act of rejecting to having no authority or binding force

Immaterial: unimportant under the circumstances; irrelevant.

Commence: begin; start.

Discrete: individually separate and distinct.

Discretionary: available for use at the discretion of the user

Solicit: ask for or try to obtain (something) from someone.

PMP Important Points PM MUST Know

Lead & Lags: in develop schedule.

Budget Increase: should be added to cost baseline.

Cost Performance Baseline: There is no such thing.

What Standard Deviation Tells about Data Set: how diverse the population is.

RAM DOESN’T indicate: project reporting relationships.

There is a Staff Management Plan.

Forcing is a temporary solution.

Decomposition technique is used in defining activities.

When issues arise it should always be resolved in customer’s favor.

It’s PM’s job to resolve completing objectives and goals between parties.

If schedule variance is $0 then earn value must be equal to planned value.

Activity’s late finish = the latest the activity can finish without delaying the project.

Evaluation technique is used to select a seller.

More communication channels on a project = more difficult it is to manage

communication

Configuration management is a procedure to identify and document the functional and

 physical characteristics of an item or system.

Control quality and validate scope are tightly linked.

Project may or may not be strategic to the company.

Project scope statement: is progressively elaborated.

Sal Syed PMP, ITIL

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Hashem Majid 2mo

Senior RAN Network Engineer @ Ericsson
Excellent Article with really useful informations ,Thanks for your effort and sharing
Like Reply 1

Sriram Manian, PMP® 3mo

Project Coordinator at GS E&C
Hello Sal, You nailed it excellent for the PMP aspirants. Good one bro. Appreciate the efforts taken.
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