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http://bit.ly/ritatestdisc Rita Simulation Fastrack Discount
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http://bit.ly/ritabkdisc Rita Mulcahy PM Prep
http://bit.ly/pmbokbkdisc PMBOK(c) 4th Edition
http://bit.ly/pmbokqadisc PMBOK(c) PMI's Official Qs Ans
http://bit.ly/crossbkdisc CrossWind PMP Exam Success Series
http://bit.ly/kimguidebkdisc Kim Heldman - PM Study Guide
http://bit.ly/pmstar PM-Star - Gear Up for PMP Exam (Qs & Training)

Project Quality Management

Project Quality Management

Formüller

Key Concept and Formulas for PMP Exam
Earn Value Formulas	Project Selection Financials
PV (Planned Value) = BCWS (Budgeted Cost of Work Scheduled EV (Earned Value) = BCWP (Budgeted Cost of Work Performed) AC (Actual Cost) = ACWP (Actual Cost of Work Performed) SV = EV – PV (minus is behind schedule) CV = EV – AC (minus is over budget) SPI = EV/PV (Less than 1 is behind schedule) CPI = EV/AC (Less than 1 is over budget) EAC = AC + (BAC-EV) Use when variances are atypical EAC = AC + [(BAC-EV)/CPI] Use when variances are typical (Note: This is the same as EAC = BAC/CPI) VAC = BAC – EAC ETC = BAC – EV Use when variances are atypical ETC = (BAC – EV)/CPI Use when variances are typical ETC = EAC – AC Use when original estimates were flawed	NPV (Net Present Value) = FV/(1+r)n FV= Future Value, r= interest rate, n= no. of time periods Higher NPV is better IRR (Internal Rate of Return) = Solve the NPV equation for “r” Also called Hurdle Rate Higher IRR percentage is better BCR (Benefit/Cost Ratio) Higher BCR is better. Beware, exam can call it CBR, where lower is better ROI (Return on Investment) = Earnings/Investment Higher ROI is better Payback Period = Time to recover cost of the project Lower payback period is better Cash Flow = Cash In – Cash Out
Network Diagram	Calculating Stackor Float
Precedence Diagramming Method (PDM) Also called Activity on Node (AON): Activities are in boxes Most commonly used today Has 4 relationships: F-S, S-S, F-F, S-F No “dummies” (zero duration dependencies) allowed Can analyze using either Three-Point Estimates or CPM Arrow Diagramming Method (ADM) Also called Activity on Arrow (AOA) Only 1 relationship: F-S Can have “dummies” Can analyze using either Three-Point Estimates or CPM Graphical Evaluation and Review Technique (GERT) Allows loops and repetitive activities	Total Float (also called Slack, Float, or Project Float) is the total amount of time an activity can be delayed without delaying the project finish date. Free Float/Slack is the amount of time an activity can be delayed without delaying its successor (following activity). LS – ES: Calculates slack with forward pass LF – EF: Calculates slack with backwards pass Lag Time: Inserted wait time between activities Lead Time: Overlapping activities, also called paralleling or fast tracking. “Lead In; Lag Out”
Three Point Estimates, or PERT	Accuracy of Estimates
PERT = PROGRAM Evaluation and Review Technique Holds schedule and lets cost float 3 estimates for each task: Optimistic, Pessimistic, and Most Likely Mean Estimate = (O + 4*ML + P)/6 Standard Deviation (s) = (P – O)/6 Variance = s2 , or [(P – O)/6]2 Standard deviation of tasks on CP = Sum of variances	Order of Magnitude:-25% to +75% Budget Estimate:-10% to +25% Definitive Estimate:-5% to +10%
Powers of a Project Manager	Conflict Resolution (Best to Worst)
1. Expert: Best, earned on your own 2. Reward: Next best. Based on PM position 3. Formal: Power, based on PM position 4. Referent: Referring to positions of others 5. Penalty: Worst. Based on PM position	1.Problem Solving: Also called Confronting 2. Compromising: Solutions satisfy both parties 3. Withdrawal: Postponing a decision 4. Smoothing: Emphasis on agreement 5. Forcing: One viewpoint at expense of another.
Sources of Conflict (Order of Priority)	Herzberg’s Motivators
1. Schedules 2. Project Priorities 3. Resources 4. Technical Opinions 5. Administrative Procedures 6. Cost 7. Personality	1. Achievement 2. Recognition 3. Challenge of the work itself 4. Responsibility 5. Advancement 6. Growth
Channels of Communication	Closing
Between Team Members = N(N-1)/2	Project is closed when administrative closure is complete. Administrative closure is done at end of each Project Phase and at the end of the Project. Contract closure: verification that deliverables were acceptable; it is done once at the end of the contract. Contract Closure Procedure is produced under “Close Project”

PMP Sınavına nasıl hazırlanmalı?

Preparatory Material For the Exam

1. PMBOK
2. http://PmBootCamp.org 2400+ Questions
3. Question Bank (Oliverman)
4. Rita PMP Prep (Professional & Social Responsibility only)

I used the above material for the exam. However prior to preparation for the exam I had read a lot of books on Project Management (Meredith/ Grey & Larsen/ Rita Risk Management/ Books on TQM/ Six Sigma/ Procurement). Therefore before I picked up the PMBOK I did have decent theoretical knowledge of Project Management.

I started preparing for the exam seriously only once I had scheduled it. This was in Mid March. I had two months for the exam. I started reading the PMBOK at work (around 10-15 pages a day). Completed reading it in about 20 days and understood everything. Whilst my first reading I completely understood and practiced memorizing the ITTOs. I never moved or jumped till things were clear. If something wasn’t, then ofcourse we do have the internet. Kept up this generic reading till 2 weeks before the exam.

Shifted to top gear then. Spent about 8-12 hrs a day studying and on the weekends maybe more. Read the PMBOK again. This time in 6 days. After every chapter I would take the full test from http://pmbootcamp.org on that topic. My scores varied from 68% to 90%. I reviewed all my mistakes and made notes. I read the Social and Professional responsibility section from Rita Exam Prep. After completing the second reading, took 2 full PMP exams from pmbootcamp. Scored 81% and 88%.

Revised all the chapters, using PMBOK, my notes and the brain dump in 2 days. Took the Full PMP . Scored only 74% and was rather disappointed. Took Olivermans 75 question test and scored about 55. Some questions I had never seen before and some were really stupid mistakes that I made. Last days just chilled out looking at my notes.

The days of the exam:-
I had scheduled my exam for 12. Got up read my notes for a couple of hrs listened to some music and off I was. Reached the Testing centre bout 45 mins prior to the exam and the lady asked me if I wanted to start right away. I said no. Went for a 5 min walk, came back and started my test at 1130. Used the 15 mins to dump the formulas, framework and and other stuff on to the sheet.

During the exam, remained focused, no breaks, answered all questions (even if I did mark them for review) and finished about 25 mins early. Reviewed a few questions and then the time was up. There was a questionnaire about the testing facilities which I answered. Thereafter covered my face with my hands and peeked through one eye and it said congratulations. Was overjoyed.

Some tips:
1. One never studies till you schedule your exam.

2. One never schedules his exam until he fills up his application, so don’t wait. There will never be the perfect moment.

3. Understand the PMBOK. Makes it easier to memorize it. That was even if you forget, it doesn’t matter.

4. Take tests from different sources. Helps you cover more topics. Do as many as you can... one nice resource http://pmbootcamp.org

5. When you get a question, which you don’t know. Don’t just review the question review the entire topic. e.g - A question on Maslows theory, read up all the leadership and motivational theories you can (Maslow, Vroom, Mcgregor, Herzberg, Z theory) because the questions can come from any and maybe differently worded.

6. Do the brain dump in the exam in the first 15 mins. Even if you don’t use it in the exam, atleast you are starting the exam with something you know

7. Cover the additional topics not in the PMBOK properly – Leadership, HR, NPV/ PV/ IRR/ FV etc, Professional and social responsibility.