PMP

Project Management
Professional
Dr.Abdallh Mostafa (MSc, PhD, PMP®, P3O®)

1
 PMP Keywords
•If the communication styles are changed:
•Action: Update the communication management plan.
•If the SPI is 0.5 and the CPI is 1.25:
•Assessment: The project is behind schedule.
•Action: Additional experienced resources can be added.
•If a planned activity becomes more complex:
•Action: Cross-functional team members work together to complete the activity.
•Two options to initially address an obstacle:
•Actions: Conduct a root cause analysis and schedule a retrospective.
•If a team member is unhappy with the complexity of tasks:
•Action: Set up team-building activities to reduce tension.
•A focus group and brainstorming sessions:
•Purpose: Used to gather more details about the project scope.
•If the Product Owner (PO) is confused about how to start delivering functionalities:
•Action: The PM coaches the PO on how to create a product backlog.
•If the project involves different countries:
•Action: Conduct a stakeholder analysis to identify how regional policies may influence needs.

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 PMP Keywords
• WBS Dictionary:
•Definition: Provides detailed information about each component in the Work Breakdown Structure (WBS).
• Variance Analysis:
•Purpose: Compares the baseline to the actual results.
• Trend Analysis:
•Purpose: Examines project performance over time.
• WBS (Work Breakdown Structure):
•Definition: Hierarchical decomposition of the total scope of work.
• Verified Deliverables:
•Responsibility: Verified by the Quality Control Team.
• Accepted Deliverables:
•Responsibility: Accepted by the customer or sponsor.
• Analogous Estimate:
•Definition: Uses historical data; suited for limited information; less accurate.
• Parametric Estimating:
•Definition: Uses historical data combined with project parameters.
• Bottom-up Estimating:
•Definition: Estimates cost by using the WBS components.

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 PMP Keywords
• Critical Path Method:
•Purpose: Determines the minimum project duration.
•Key Feature: Longest path with zero total float.
• Resource Leveling:
•Definition: Adjusts start and finish dates based on resource constraints.
•Impact: May change the original critical path.
• Resource Smoothing:
•Definition: Adjusts activities in the schedule model without changing the critical path.
• Fast Tracking:
•Definition: Activities are performed in parallel to reduce project duration.
• To make the sprint planning meeting more productive, you need two pieces of
information:
•Information: Product backlog and sprint goal.
• Tools the PM can use to influence clients' decision to keep the project active:
•Tools: Cost-benefit analysis and multi-criteria decision making.
•During daily meetings, if a team member wants to express issues:
•Action: The PM should have a confidential discussion with the team member to identify
the root cause.

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 PMP Keywords
• If the PM wants to motivate the project team's performance:
•Action: Award certificates of appreciation to encourage the team.
• If a junior staff member is unfamiliar with what is expected of them:
•Action: Instruct the new team member to review the RACI matrix.
• SWOT Analysis:
•Purpose: Used to identify the risks.
• To keep delivering value:
•Action: Prioritize the product backlog, focusing on high business value and low effort items.
• If stakeholders disagree on the project objectives:
•Action: Break down the situation to identify the root causes of the disagreement.
• If a new team member is unable to complete the deliverables on time:
•Action: Address the lack of performance by coaching the new team member.
• If a key team member lacks the required skills for key tasks:
•Action: Update the issue log to account for the lack of qualifications.

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 PMP Keywords
• The project escalation policy:
• Definition: It is a part of the communications management plan.
• If a team member's performance is continuously improving:
• Action: Appreciate this team member's performance throughout the project life cycle (PLC).
• If five agile teams are working together on a product:
• Action: Perform a Scrum of Scrums on a regular basis.
• The project manager should always:
• Action: Promote collaboration to help remove obstacles for the team.
• If a new technology will be implemented in the organization:
• Action: The project manager should start a SWOT analysis.
• Execute as a Scrum project when:
• Condition: The requirements are evolving, and the scope is kept flexible.
• If a project team member increases the scope without approval:
• Action: The PM should evaluate the impacts of the changes.
• If the vendor informs that a core component cannot be shipped on time:
• Action: The PM should review and update the issue log.

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 PMP Keywords
• Examples of impediments:
• A team member discussing a user story not on the Scrum board.
• Lack of team empowerment.
• A technology blocking agile capabilities.
• Ishikawa diagram and Five Whys:
• Purpose: Used to determine the underlying reasons that lead to a problem.
•Cause-and-effect diagrams:
•Purpose: Identify the main or root cause of a problem.
•Scope creep:
•Definition: Uncontrolled expansion to product or project scope without proper
approval.
•SWOT Analysis:
•Components: Strengths, Weaknesses, Opportunities, and Threats.
•Prompt List:
•Purpose: Used to identify potential risks.
•Tornado Diagram:
•Purpose: Identifies risks with the most potential impact on project outcomes.

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 PMP Keywords
•Escalate:
•Action: Used when a threat is outside the project manager’s authority and scope.
•Escalation Levels: Program or portfolio level.
•Avoid:
•Action: Eliminate the threat by changing project strategies (e.g., extending schedules or reducing scope).
•Transfer:
•Action: Shift the impact of a risk to a third party.
•Examples: Insurance or contracts (e.g., fixed-price contracts).
•Mitigate:
•Action: Reduce the probability of occurrence or impact of a risk.
•Examples: Conduct additional tests or develop prototypes.
•Accept:
•Action: Acknowledge the risk and monitor it periodically without immediate action.
•Crashing:
•Definition: Shortening the schedule by adding additional resources or working overtime.
•Changes in Agile:
•Definition: Incorporated in real time during delivery.

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 PMP Keywords
•Leadership:
•Definition: The project manager communicates the vision to the team and inspires them.
•Emotional Intelligence:
•Definition: The PM manages team emotions and encourages individuals to manage their own emotions.
•Conflict Management:
•Scenario: When two team members disagree, the PM steps in to mediate.
•Problem Solving:
•Purpose: Focuses on finding a long-term resolution to an issue.
•Power/Interest Grid:
•Purpose: Used for classifying identified stakeholders based on their level of power and interest.
•Business Case:
•Purpose: Provides the reasoning and justification for authorizing the project.
•Stakeholder Register:
•Contents: Includes stakeholders' roles and contact details.
•Stakeholder Engagement Plan:
•Focus: Addresses relationship problems with stakeholders.

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 PMP Keywords
•Communication Management Plan (Information Problems):
•Purpose: Deals with challenges related to communication.
•Communication Management Plan (Escalation/Confidential Information):
•Purpose: Details escalation policies and how to manage confidential
information.
•Fixed Price Contracts:
•Risk: Placed on the seller.
•Cost-Plus Contracts:
•Risk: Placed on the buyer.
•Cost Plus Incentive Fee (CPIF) Contracts:
•Feature: Includes a sharing ratio between buyer and seller.
•Develop Team:
•Components: Recognition and rewards, training.
•Corrective Action:
•Purpose: Realigns performance to bring it in line with the plan.
•Preventive Action:
•Purpose: Ensures future performance is aligned with the project
management plan (PMP).

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 PMP Keywords
•Defect Repair:
•Purpose: Modifies a nonconforming product to meet requirements.
•Business Case:
•Purpose: Justifies the initiation of the project.
•Lessons Learned:
•Purpose: Documents reasons for project success and failure.
•Prototype:
•Purpose: Used for risk mitigation.
•Change Log:
•Purpose: Records all change requests, whether approved or rejected.
•Balanced Matrix:
•Definition: Power is shared between the project manager (PM) and the functional manager.
•PMO - Supportive:
•Degree of Control: Low.
•Purpose: Supplies templates, best practices, and training.
•PMO - Controlling:
•Degree of Control: Moderate.
•Purpose: Provides support and requires compliance.

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 PMP Keywords
•PMO - Directive:
•Degree of Control: High.
•Purpose: Directly manages projects.
•Stakeholder Engagement Assessment Matrix:
•Purpose: Compares the current and desired engagement levels of stakeholders.
•Responsibility Assignment Matrix (RAM):
•Purpose: Shows the connection between work packages or activities and team members.
• Video Conferencing:
•Purpose: Used for negotiations.
• Chat Rooms:
•Purpose: Used for team discussions.
• Online Boards:
•Purpose: Used to share routine information.
• Version Control System:
•Purpose: Used to manage project deliverables.

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 PMP Keywords
• Political Awareness:
•Scenario: PM stays updated on government instability to address potential impacts.
• Cultural Awareness:
•Scenario: PM works in a rural area where people have different customs and adapts accordingly.
• Decision Making:
•Scenario: PM is given a chair position to reform government policies.
• Negotiations:
•Scenario: PM faces complaints from site workers but is unable to improve conditions due to
constraints.
• Forming Stage (Team Development):
•Behavior: Team members are independent and work in silos.
• Storming Stage (Team Development):
•Behavior: Team members argue and lack open collaboration.
• Norming Stage (Team Development):
•Behavior: Team members adjust their work habits and build trust.
• Performing Stage (Team Development):
•Behavior: Team members work independently and effectively.
• Adjourning Stage (Team Development):
•Behavior: Team members are reassigned to other projects after completion.

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 PMP Keywords
•Sprint Planning:
•Purpose: Discuss the goal for the iteration.
•Daily Meeting/Standup:
•Purpose: Discuss the development flow.
•Iteration Review:
•Purpose: Determine whether backlog items are completed.
•Iteration Retrospective:
•Purpose: Identify what to continue, stop, or start doing.
•Product Owner:
•Role: Assign acceptance criteria and set goals.
•Scrum Master:
•Role: Discuss inter-dependencies with other projects.
•Servant Leader:
•Role: Assume leadership as needed to support the team.
•Requirements in Predictive:
•Definition: Defined upfront before the development team begins work.

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 PMP Keywords
•Requirements in Agile:
•Definition: Elaborated frequently throughout delivery.
•Changes in Predictive:
•Management: Constrained as much as possible.
•Risk and Cost in Predictive:
•Control Mechanism: Managed through detailed planning.
•Risk and Cost in Agile:
•Control Mechanism: Managed as requirements and constraints emerge.
•Key Stakeholders in Predictive:
•Involvement: Participate at specific milestones.
•Key Stakeholders in Agile:
•Involvement: Continuously engaged throughout the project.

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 PMP Keywords
•Work Breakdown Structure (WBS):
•Hierarchical decomposition of the total scope of work into smaller, manageable parts.
•WBS Dictionary:
•Provides detailed information about each WBS component.
•Scope Creep:
•Uncontrolled expansion to the project or product scope without proper approval.
•Risk Management Strategies:
•Avoid: Eliminate the risk.
•Mitigate: Reduce the probability or impact.
•Transfer: Shift the risk to a third party.
•Accept: Acknowledge the risk and monitor.
•Critical Path Method (CPM):
•Determines the minimum project duration and identifies the longest path with zero total float.
•SWOT Analysis:
•Evaluates Strengths, Weaknesses, Opportunities, and Threats.
•Stakeholder Engagement Assessment Matrix:
•Compares current engagement levels to desired levels for stakeholders.

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 PMP Keywords
•Agile Principles:
•Focus on customer collaboration, responding to change, and delivering working software
iteratively.
•Burndown Chart:
•Tracks the remaining work in a sprint.
•Cost Management Techniques:
•Analogous Estimating: Uses historical data for estimates.
•Parametric Estimating: Uses historical data with parameters.
•Bottom-Up Estimating: Aggregates cost estimates of individual work packages.
•Communication Management Plan:
•Defines how information will be distributed, including escalation paths and managing
confidential information.
•Earned Value Management (EVM):
•Key Metrics:
•SPI (Schedule Performance Index): EV/PV.
•CPI (Cost Performance Index): EV/AC.

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 PMP Keywords
•Lessons Learned Register:
•Documents reasons for success or failure to improve future projects.
•Five Process Groups:
•Initiating: Define the project.
•Planning: Establish scope, objectives, and procedures.
•Executing: Complete the work.
•Monitoring and Controlling: Track and manage progress.
•Closing: Finalize all activities.
•Servant Leadership:
•A leadership style focused on empowering the team to achieve project goals.
•Ishikawa Diagram (Fishbone Diagram):
•Identifies root causes of problems.
•Integrated Change Control:
•Evaluates and manages change requests throughout the project lifecycle.
•Earned Value Terms:
•EV (Earned Value): Value of work completed.
•PV (Planned Value): Planned budget by a specific time.
•AC (Actual Cost): Cost incurred by a specific time.

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 PMP Keywords
•Types of Contracts:
•Fixed Price: Risk on seller.
•Cost Plus: Risk on buyer.
•CPIF (Cost Plus Incentive Fee): Includes a sharing ratio.
•Conflict Management Techniques:
•Collaborating: Win-win.
•Compromising: Partial satisfaction for all.
•Avoiding: Withdrawing temporarily.
•Forcing: Imposing a solution.
•Accommodating: Sacrificing own interests.

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 PMP Keywords
•PERT (Program Evaluation and Review Technique):
•Uses three-point estimates: Optimistic, Pessimistic, and Most Likely, with the formula:

•Monte Carlo Simulation:

•A quantitative risk analysis technique to assess impact and probability using computer models.
•Affinity Diagram:
•Organizes a large number of ideas into groups for analysis.
•Pareto Chart:
•A histogram that shows factors arranged by frequency, following the 80/20 rule (80% of problems are caused
by 20% of causes).
•Fishbone Diagram (Ishikawa Diagram):
•Visualizes root causes of a problem.
•Five Whys Technique:
•A tool to determine the root cause of an issue by asking "Why?" five times.

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 PMP Keywords
•Responsibility Assignment Matrix (RAM):
•Defines who is responsible, accountable, consulted, and informed (RACI) for project tasks.
•Control Charts:
•A quality management tool to monitor process stability and performance over time.
•Flowcharts:
•Visual representations of processes to identify inefficiencies and risks.
•Scatter Diagrams:
•Display relationships between two variables to identify correlations.
•Histogram:
•Displays data distribution over a continuous interval, useful for identifying variations.
•Stakeholder Engagement Assessment Matrix:
•Compares the current vs. desired engagement levels of stakeholders.
•Tornado Diagram:
•A sensitivity analysis tool to identify risks with the greatest potential impact.
•Earned Value Management (EVM):
•Measures project performance using metrics like Schedule Variance (SV) and Cost Variance (CV).
•Gantt Chart:
•A bar chart for project scheduling that displays task dependencies and timelines.

Dr.Abdallh Mostafa (MSc, PhD, PMP®, P3O®,PMO-CP,RMP) All Rights Reserved – Don’t Share
 PMP Keywords
•Critical Path Analysis:
•Identifies the sequence of tasks that determines the project's minimum duration.
•Decomposition:
•Breaks down deliverables into smaller, manageable work components, used in WBS creation.
•Benchmarking:
•Compares project processes or performance with industry standards.
•Check Sheets:
•Used for data collection and analysis to ensure all required steps are completed.
•Context Diagrams:
•A tool used to visually depict the scope of a system, showing interactions between elements.

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