Project Management Flow Chart

Lessons
Learned
Conduct AAR
Performance
Evaluations
Celebrate
Close project
Build versus
Buy
Select Vendors
Contract /
Purchase
If required
Select / Request
team
Develop /
Manage
team
Manage
Stakeholders
Develop Project
Plan
Monitor &
Control
Determine Cost
and Schedule
variances
Deliver reports
and status
Verify Project
Plan
Publish Project
Plan
Hold Kickoff
Meeting
Begin project
work
Project idea
Feasibility study
Cost Benefit
Analysis / ROI
Business Case
Statement of
Work
Administer
Contract
Close Contract
if required
Project Charter
Identify
Stakeholders
Collect
requirements
Create Scope
Statement
Complete
Project Plan
Create WBS
Determine
resources
Time and Cost
estimates
Create Network
Diagram
determine
Critical Path and
Float
Create initial
budget
Begin identifying
risks

1 2 3 4
7 5
6
9
8
10
This flowchart is a high-level process map of the basic steps followed in most
projects. The detail and level of effort for each step is of course dependent on the
project. The two most important elements of project management are planning and
monitoring & control. Effort in these two areas cannot be over-emphasized.
Attention to detail, a good communications plan, sponsorship that outwardly supports
your efforts and a solid project team can make project management seem like just
getting things done.
Understand the project;
Conduct team building know
your team; Set expectations;
be detail oriented; Reward and
recognize often, Communicate
and build relationships. Plan,
Do, Check, Act
Lewis Project Guidelines
Understand stakeholders needs for
reporting and status. Set
expectations for sponsor to attend
meetings or not. Remember Bad
news does not get better with age.
Involve stakeholders in your project.
Manage Stakeholders
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PMP Cram Sheet BLT
PMP Cram Sheet
This document is a collection of facts, terms, and concepts that need to be understood for the project management professional certification exam.
Of course simply knowing this information will not insure you pass the exam. Project Management experience is the basis for passing the exam but
the techniques for doing that management must be according to the Project Management Institute. Mixing a high dose of PMIisms with all the
information on these sheets is what you need to bring to exam. The information contained in these sheets represents most of the key information
you need to know. If you see a term and dont know it or cant figure out how it would be used in a best answer question, youll need to look it up.
Passing the PMP or CAPM Exam
Passing the exam requires four basic steps. Reading, Learning the PMI facts, Taking Practice Tests and Applying these to select the best answer
scenario exam questions. Read the PMBOK, some say twice. Read a PMP study guide of your choice. Rita Mulcahy, Phillips, Crosswind, Head First
etc. Use the practice tests from each knowledge area to determine what you know and where to concentrate your efforts. Take four full 150 or 200
question practice tests. Score at least 75% to 80% on the last two tests. Determine what information you may want or need to memorize and create
your own brain dump, a set of facts that you will write down on a blank sheet of paper given to you in the exam. Usually this data includes
formulas, HR theories, types of power, conflict management rules or even key inputs, tools and techniques or outputs. One other option to consider
is listening to PMP audios that focus on just what you need to know to pass the exam. Listen to each audio and make your own sets of notes. Study
groups, training support, or good old peer pressure is another mechanism you may consider to take and pass the exam.
Project Selection
PV = FV / (1+r)^n
FV = PV * (1+r)^n
NPV = Formula not required.
Select biggest number.
ROI = Formula not required.
Select biggest number.
IRR = Formula not required.
Select biggest number.
Payback Period = Add up the
projected cash inflow minus
expenses until you reach the
initial investment.
BCR = Benefit / Cost
CBR = Cost / Benefit
Opportunity Cost = The value
of the project not chosen.
Procurement Negotiations
Introductions, Probing,
Bargaining, Closure and
Agreement
The Kickoff Meeting
Take charge of the meeting
Define project purpose & goals
Present the project as first cut
Walk through the plan
Empower the Team
Establish ground rules
Brief your Communication Plan
Summarize & Ask for questions
EEF and OPA
Enterprise Environmental Factors
culture, risk tolerances, org structure,
market conditions
Organizational Process Assets policies,
processes, tools to get things done
Reserves
Reserve Analysis planning for more time or cost
Contingency Reserves amount planned for known unknown
risks
Management reserves amount planned for unknown
unknown risks not included in cost baseline
6
Task Duration
ES = Early Start date
EF = Early Finish date
LS = Late Start date
LF = Late Finish date
F = Float or Slack
ES
LF LS
EF
Task
A
Float
Task Name
0
7 1
6
Task
A
F=1
6
0
9 0
9
Task
C
F= 0
9
6
11 7
10
Task
B
F= 1
4
9
11 9
11
Task
D
F= 0
2
Start
Finish
Team Building
Very high priority for PMs
Doesnt have to cost money
Internal events and meetings
can be team building
Project Life Cycle
Characteristics
Critical Path longest path in the network
Critical Chain focuses on resources
Hammock Activity grouping of related
activities
Path Convergence two paths intersect
Subnets smaller network diagrams
Attribute vs. Variable attributes are simple data i.e.
male or female, broken or scratched. Variable are
numeric, i.e. weights, diameters, tensile strength
Scope Terms
Gold Plating giving more than asked
Progressive Elaboration continual planning in greater
detail
Rolling Wave Planning more detail for close events
and less detail for long range events
Scope Creep extra scope unknown to PM team
Make or Buy Analysis in
house or outsourced
SWOT strengths,
weaknesses,
opportunities & threats
The Critical Path is Start C D Finish
The Critical Path is 11 units and the longest in the network
The Critical Path has zero float or slack
The other path is the Near Critical Path (it is only 1 unit less)
The Near Critical path is Start A B Finish which is 10 units
Critical Path
1. Draw nodes with early start, early
finish, late start and late finish
data. Insure nodes have names or
titles and a duration value.
2. Complete a forward pass through
the network diagram. Start with 0
(zero) and add the duration of the
node to determine the first early
finish date. Carry the EF date over
to the next node and repeat the
process. Use the same process for
all nodes in all paths.
3. Complete a backward path by
using the largest value EF (early
finish) date as the LF (late finish)
date for each path in the diagram.
Subtract the task duration from the
LF date to get the LS (late start)
date for each node.
4. For merging paths use the
following rule. Going forward take
the largest value as the ES. Going
backward take the smallest value
as the LF
5. To calculate float or slack either
subtract the EF from the LF or
subtract the ES from the LS. Both
result in the float.
6. Float applies to just one node. It is
not cumulative. If float is used then
re-calculations must be done.

Time Management Terms
Heuristics rule of thumb
Reserve Analysis funds
for unknowns
Time Management
Standards vs. Regulations
Standards normal processes
the way things are done
Regulations required by law
JIT inventory = 0% (or very close to 0%.)
Hurdle Rate or Cutoff Rate is the return that
gets someone "over the hurdle" to invest
their money.
Mathematical Basics
Average (Mean) = sum /number of items.
Median = middle value in highest to lowest
Mode = value in data set that occurs most often.
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Cost Management Terms
Value Analysis
Cost Risk
Life Cycle Cost
S Curve

Accounting Terms
Opportunity costs
Sunk Costs
Law of Diminishing Returns
Economic Value Added
Working Capital
Depreciation
Straight line
Accelerated
Double declining
balance
Sum of the Years Digits
Types of Estimates
Rough order of magnitude
-50% + 50%
Budget -10% + 25%
Definitive -5% +10%
Motivational Theories
Maslow Hierarchy of Needs
Herzberg Hygiene Factors
McGregors Theory X & Y
Ouchi job commitment
McClelland's Theory of Needs
Vrooms Expectancy Theory
Parkinsons law work expands
to fill available time
Tuckmans Group Stages
Forming
Storming
Norming
Performing
Adjourning
HR Terms
Halo
RACI and RAM
Ground Rules
Co-location war room
Fringe Benefits for all
Perquisite for selected few
Conflict Management
Confrontation problem solving
Collaboration
Consensus
Withdrawing
Smoothing
Forcing
Communication Terms
Nonverbal = 55%
Communications = 90%
Paralingual = pitch & tone


Communication Reports
Status, Progress, Trend
Forecasting, Variance
Earned value & Lessons Learned
Communication Modes
Horizontal, Vertical
Diagonal, Peer to Peer
Interactive, Push & Pull
Communication Blockers
Noisy surroundings
Improper encoding of messages
Hostility, Language & Culture
Communication Methods
Sender
Receiver
Message
Noise
Feedback
Contract Types
FP fixed price
FFP firm fixed price
FP EPA FP with economic
adjustment
FPIF FP incentive fee
FPAF - FP award fee
CR cost reimbursement
CPPC CR plus % of costs
CPFF CR fixed price
CPIF CR incentive fee
CPAF - CR award fee
T &M time & materials
Risk Categories
External, Internal
Technical, Unforeseeable
Customer, Cultural Differences
Schedule, Cost, Quality, Scope

Elements of a Contract
Offer, Acceptance
Consideration,
Legal Capacity
Legal Purpose

Types of Risk
Business Risk for gain or loss
Pure or Insurable fire, theft,
etc.

Project Management Levels
Strategic Objective, Portfolio
Management, Program
Management
Project Management, Subprojects
or phases
Breakdown Structures
Work BS, Resource BS,
Risk BS
Organization BS, Project
BS
Quality Tools
Pareto Chart
Histogram
Control Chart- UCL, LCL, Rule of 7
Run Chart
Scatter Diagram
Statistical Sampling
Cause and Effect Diagram
Interviewing
Audits
Sigma Values
68.26 +-1 sigma
95.46 +-2 sigma
99.73 +-3 sigma
99.99 +-6 sigma
Types of SOWs
Performance, Functional
Design
Procurement Terms
Profit (fee)
Target Price
Sharing Ratio always B/S buyer /seller
Ceiling Price
Non-Disclosure
Teaming Agreement
Arbitration
Breach / Default
Privity
Warranties
Letter of Intent
Independent Estimate
Bidder Conference
Screening System
Weighting System
Procurement
Requests
RFP for proposal
RFQ for quote
RFI for information
RFB for bid
IFB- info for bid
Benefit Measurement
Methods
Murder Board
Peer review
Present Value
Internal Rate of Return
Payback Period
Benefit-cost-ratio
Process for Making Changes
Evaluate the impact
Create options
Get the change request
approved internally
Get customer buy-in
Other PM Acronyms
PMIS PM info system
PMO PM office
CAB change advisory board
CCB change control board
CMDB config mngt database
PTA point of total assumption
PERT program evaluation review
technique
GERT graphical evaluation
review technique
Leads & Lag
Precedence Diagramming
AON activity on node



Constrained Optimization
Linear Programming
Integer Programming
Dynamic Programming
Multi-objective programming
EVM Formulas
EV / AC = CPI
EV PV = SV
EV / PV = SPI
Collecting Requirements
Interviewing
Focus Groups
Facilitated Workshops
Brainstorming
Nominal Group Technique
Delphi Technique
Mind Maps
Affinity Diagrams
Earned Value Management (EVM)
EV value of the work performed
PV authorized budget assigned to work accomplished
AC total cost actually incurred
SV is the earned value minus the planned value
CV is the earned value minus the actual cost
SPI measure of progress achieved compared to progress planned
CPI measure of the value of work compared to actual costs
BAC the total planned value is the budget at completion
TCPI a calculated projection of cost performance that must be
achieved on the remaining work to meet the BAC or EAC

EVM Forecasting Formulas
EV AC = CVAC + ETC = EAC fundamentally flawed
BAC / CPI = EAC no variances
AC + (BAC-EV) / CPI = EAC - typical
EAC AC = ETC
BAC EV = ETC atypical
(BAC-EV) / CPI = ETC - typical
(BAC EV) / BAC AC) = TCPI
EV = actual % complete x BAC
PV = planned % complete x BAC
BAC EAC = VAC

Grade vs. Quality
low grade can still
be high quality
Integration
Closing Monitoring &
Controlling
Initiation Planning Execution
Procurement
Management
Risk
Management
Communications
Management
Human
Resources
Management
Cost
Management
Time
Management
Scope
Management
Quality
Management
4. Collect
Requirements
5. Define Scope
6. Create WBS
33. Verify Scope
34. Control Scope
12. Estimate Costs
13. Determine Budget
36. Control Cost
37. Control Quality
25. Acquire Team
26. Develop Team
27. Manage Team
41. Close Project or
Phase
1. Develop Charter 3. Develop Project
Management Plan
23. Direct and Manage
Project Execution
31. Monitor & Control
Project Work
32. Perform
Integrated
Change
Control
35. Control Schedule
6
3
6
5
4
3
5
6
4
7. Define Activities
8. Sequence Activities
9. Determine Resources
10.Determine Resource
Durations
11. Develop Schedule
2 20 8 10 2
17. Plan Risk Management
18. Identify Risks
19. Qualitative Analysis
20.Quantitative Analysis
21. Determine Risk
Response
39. Monitor and
Control Risk
Scope Statement,
WBS & WBS
Dictionary =
Scope Baseline
42. Close
Procurements
22. Plan
Procurements
30. Conduct
Procurements
40. Administer
Procurements
Scope Statement
Includes what the
project will and
wont do. Includes
constraints and
assumptions
15. Develop HR
Plan
16. Plan
Communications
14. Plan Quality
2. Identify
Stakeholders
28. Distribute
Information
29.Manage
Stakeholders
24. Perform Quality
Assurance
38. Report
Performance
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Types of Contracts
Fixed Price
Time & Materials
Cost Reimbursement
Project Estimating
Analogous -historical
Parametric uses
Bottom-up
Three-Point
One-Point
Managing Conflict
Confrontation
Collaboration
Withdrawing
Smoothing
Forcing
Quality Terms
Just In Time
TQM
Continuous Improvement
Cost of Quality
Quality Theorists
Joseph Juran
W. Edwards Deming
Philip Crosby
I Scope baseline
O Cost baseline
Communication
Types
Formal written
Formal verbal
Informal written
Informal verbal
Communications
Channels
(N(N-1)) /2 N = #of
stakeholders
Schedule Optimization
Crashing
Fast Tracking
Leads and Lags
Resource Leveling
PERT Estimate
Formulas
(P + 4ML + O) / 6
P O / 6
((P O) / 6)
2
Types of Cost
Variable
Fixed
Direct
Indirect
Types of Power
Formal
Expert
Referent
Reward
Penalty
Types of
Dependencies
Mandatory must do
Discretionary can do
External outside
influence
Project Constraints
Cost, Schedule
Scope, Resources
Risk, Quality &
Customer
Satisfaction
Organization Types
Functional
Weak Matrix
Balanced Matrix
Strong Matrix
Projectized
Completion Methods
50 / 50
20 / 80
0/ 100
EVM Formulas
EV AC = CV
EV / AC = CPI
EV PV = SV
EV / PV = SPI
Requirements
Tractability Matrix
Tracks project
requirements
Baselines
Scope, Schedule, Cost,
Quality, Performance
Measurement
Expected
Monetary Value
(EMV)
Probability x
Impact
Risk
Responses
Avoid
Transfer
Mitigate
Accept


Exploit
Share
Enhance
Accept
Risk Terms
SWOT
Delphi Technique
Decision Trees
Risk Triggers
Workarounds
Key output Risk
Register and updates
Starts the project
Gives PM authority
Outputs: Stakeholder
Register and
Stakeholder
Management Strategy