PMP Exam Preparation Secrets - Traditional Chapter

1. Three types of calculations

1.1. Earned value management

abbreviation	Calculation formula	Main test points
budget at completion BAC		completion budget
Plan value PV	PV = BAC * Planned work done %	Planned workload to be completed
actual value EV	EV = BAC * % of actual work completed	Actual amount of work completed
Actual cost AC		Actual cost
Cost Variance CV	CV = EV - AC	Greater than 0 good
Progress deviation SV	SV = EV - PV	Greater than 0 good
Completion Variance VAC	VAC = BAC - EAC	Greater than 0 good
cost performance indexCPI	CPI = EV / AC	Greater than 1 good
Schedule Performance Index SPI	SPI = EV / PV	Greater than 1 Good SPI and critical paths
Estimate at Completion EAC	EAC = AC + ETC	atypical performance
Estimate at Completion EAC	EAC = BAC / CPI	typical performance
ETC needs to be estimated upon completion	ETC = BAC - EV	atypical performance
ETC needs to be estimated upon completion	ETC = （BAC - EV) / CPI	typical performance
ETC needs to be estimated upon completion	ETC = (BAC - EV) / (CPI * SPI)	rush work
To-Complete Performance Index TCPI	TCPI = (BAC – EV) / (BAC – AC)	as planned
To-Complete Performance Index TCPI	TCPI = (BAC - EV) / (EAC - AC)	Baseline change

1.2. Key path calculation & three-point estimation

Knowledge points	Test points
Critical Path Calculation - Critical Path	The longest path of the project
Critical Path Calculation - Total Float	The activity starts (ends at the latest) - the activity starts (ends at the earliest)
Critical Path Calculation – Free Float Time	The next activity starts earliest - the current activity ends earliest - 1
Key path calculation - four logical relationships	finish - start, start - finish start - start, finish - finish
Three Point Estimate - Expected Value	(most optimistic + 4 most likely + most pessimistic) / 6
Three point estimate - standard deviation	(most pessimistic - most optimistic) / 6

1.3. Decision tree analysis & EMV calculation

EMV (expected monetary value) = P (percent) * V (value)

2. Four types of processes

2.1. Quality management process

See "Process Quality Control" and select [Quality Assurance]
When you see "Result Quality Check", select [Quality Control]
See "Quality Standard Inspection and Correction" and select [Quality Assurance]
When you see "Product Problem Inspection and Correction", select [Quality Control]
See "Development of Quality Standards" and select [Quality Planning]

2.2. Process related to deliverables

See "Internal Acceptance Results" and select [Quality Control]
When you see "Customer Acceptance Results", select [Confirm Scope]
See "Outputs" and select [Guide and manage project work]
When you see "Results Transfer", select [End Project or Phase]

2.3. Communication management process

When you see "Determine the method/content of information transmission", select [Plan Communication]
When you see "Ensure successful delivery of information", select [Manage Communication]
When you see "Optimize information transfer process", select [Supervise Communication]

2.4. Stakeholder management process

See "Identify Stakeholder Interests, Expectations and Influences" and select [Identify Stakeholders]
When you see "Implement management strategies to minimize resistance", select [Manage stakeholder engagement]
When you see "Adjust management strategies", select [Supervise the participation of relevant parties]
See "Management strategies developed to mobilize stakeholder participation" and select [Planning stakeholder participation]

3. Five major processes

3.1. Risk management process

Plan risk management --> Identify risks --> Qualitative risk analysis --> Quantitative risk analysis --> Plan risk responses --> Implement risk responses --> Monitor risks
Risk process test points, updating the risk register has the highest priority

3.2. Risk implementation process

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3.3. Problem management process

Identify the problem --> Record the problem --> Analyze the problem --> Solve the problem --> Change the process
Problem process test points, updating the problem log has the highest priority

3.4. Change process

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3.5. Closing process

Beginning --> Final acceptance of the project, confirming achievement of project scope -- (no changes since) --> Transfer of ownership of deliverables --> Financial, Legal and Administrative Closure --> Release of final project report, completion of work performance evaluation -- -> Organize experience and lessons, conduct comprehensive project assessment --> Archive for future project audits --> Feedback from event stakeholders, investigate stakeholder satisfaction --> Hold a celebration banquet and dismiss team members --> End

4. Six major tools

4.1. Process problem solving tools

When you see "Progress is delayed, resources and costs are increased", select [Catch up]
When you see "Progress postponed, order changed to parallel", select [Quick Follow]
When you see "Quality issues found in deliverables", select [Testing/Product Evaluation]
When you see "There are problems in the project process", select [Quality Improvement Methods]
When you see "Adjust the start time of subsequent activities", select [Advance and Lag]
When you see "Dispute with Supplier", select [Claim Management]
When you see "Making decisions on project-related business", select [Project Governance]
When you see "Comply with internal and external rules of the organization", select [Compliance]

4.2. Personnel problem solving tools

When you see "Low remote efficiency", select [Centralized Office]
When you see "Teams are distributed in different regions", select [Virtual Team]
When you see "Insufficient Personnel Capacity", select [Training]
When you see "Promote trust among personnel", select [Team Building]
When you see "Staff transitional use and hope not to delay", select [Resource Smoothing]
When you see "Staff transition, progress may be delayed", select [Resource Balancing]

4.3. Communication management tools

When you see "Communicating a large number of personnel information", select [Communication method: pull communication]
When you see "Email Delivery Information", select [Communication Method: Push Communication]
When you see "Two-way communication such as video conferencing", select [Communication method: interactive communication]
When you see "Information transmission is not smooth enough", select [Communication Needs Analysis]

4.4. Risk response tools

See "More Testing/More Reliable Suppliers/Redundant Components" and select [Risk Mitigation]
When you see "Buy insurance or outsource", select [Risk Transfer]
When you see "Remove risky work packages/cancel projects", select [Risk Avoidance]
When you see "Arrange time and resources as emergency reserves", select [Risk Acceptance]
When you see "Natural Disaster", select [Risk Report]
When you see "Establish a risk-sharing cooperation method", select [Risk Sharing]
When you see "Increase Resources", select [Risk Enhancement]
See "Improve technology to save costs and shorten schedule" and select [Risk Development]

4.5. Interpersonal relationship and team skills tools

When you see "Team members respect cultural differences", select [Cultural Awareness]
When you see "The ability to manage emotions", select [Emotional Intelligence]
See "Ability to influence relevant parties/stakeholders" and select [Influence]
When you see "Encourage the team and improve team capabilities", select [Leadership]
When you see "Team Member Formation", select [Negotiation]
When you see "Agree Agreement", select [Cooperation/Problem Solving]
When you see "Both parties are satisfied to a certain extent/each takes a step back", select [Compromise]
When you see "One party convinces the other party/Seeks common ground while reserving differences", select [Relaxation/Tolerance]
When you see "Ease conflicts and temporarily put them on hold", select [Retreat/Avoid]
When you see "Tight time, big impact", select [Force/Command]

4.6. Schedule/cost estimation tools

When you see "Compare Similar Projects", select [Analogous Estimate]
When you see "Experts give methods and conclusions", select [Expert Judgment]
When you see "Most Accurate Estimate", select [Bottom-up Estimate]
When you see "Consider risks and uncertainties", select [Three-point estimation]
See "Using Historical Data Statistical Technology" and select [Parameter Estimation]

5. Seven major data tools

5.1. Data collection tools

When you see "Compare with comparable organizations", select [Benchmarking]
When you see "One-on-one communication", select [Interview]
When you see "Face-to-face brainstorming", select [Brainstorming]
When you see "Subject Experts Conduct Discussion", select [Focus Group]
When you see "Multiple people quickly collect information", select [Questionnaire]
When you see "Select a small number of samples for testing", select [Statistical Sampling]
When you see "Verify whether a series of steps have been executed", select [Checklist]
When you see "Collect useful data about potential quality issues", select [Checklist]

5.2. Quality analysis tools for data analysis

When you see "Quality Training or Process Documentation", select [Prevention Cost]
When you see "Test or Inspection", select [Evaluation Cost]
When you see "Rework or Scrap", select [Internal Defect Cost]
When you see "Warranty or Business Loss", select [External Defect Cost]
When you see "The cost of investing in quality is too high", select [Cost-Benefit Analysis]
When you see "Identify non-value-added activities", select [Process Analysis]
When you see "Find the root cause of the problem", select [Root Cause Analysis]
When you see "Optimize design to improve final product characteristics", select [Design for X]

5.3. Risk analysis tools for data analysis

See "Risks caused by constraints or restrictions" and select [Assumptions and Constraints Analysis]
See "Comprehensive Identification of Risks" and select [SWOT Analysis]
See "Risk Classification Sorting" and select [Probability and Impact Assessment]
See "Evaluate the validity of risk basic data" and select [Risk Data Quality Assessment]
See "Evaluate the ratio of risks to contingency reserves" and select [Reserve Analysis]
See "Quantitative Risk Ranking" and select [Sensitivity Analysis]
When you see "Use models to determine the impact of risks", select [Simulation]
See "Risk Decision" and select [Decision Tree]

5.4. Data analysis and procurement analysis tools

When you see "Discuss whether to make it yourself or outsource it", select [Make it yourself and outsource it]
When you see "Evaluate whether a potential seller wins the bid", select [Proposal Evaluation]
When you see "Methods for selecting suppliers", select [Supplier Selection Analysis]

5.5. Performance analysis tools for data analysis

See "Project Baseline and Actual Comparison" and select [Deviation Analysis]
See "Estimation of the future form of the project" and select [Trend Analysis]
When you see "Verify Deliverables", select [Check]
When you see "Verify whether the seller's performance complies with the contract", select [Performance Review]
When you see "Verify whether the selected seller's process is compliant", select [Audit]
See "Analyze gains and losses of the project" and select [Regression Analysis]