Integration:

Tools and Techniques (TT) are same for all the processes, except Perform
Integrated Change control has "Change control meetings" and Direct and
Manage project execution has Project management information system.

Scope:
o

Define Scope TT is APEF ( Alternatives Identificaiton, Product Analysis,

Expert Judgement and Facilitated workshops )

Verify Scope has only one TT which is Inspection. The only other place
where you will find Inspection as TT is in Perform Quality Control process.

Time:
o

Project document updates is output in all the process except in Define

Activity .

Memorize TT for Develop Schedule

Activity Definition TT are DERT ( Decomposition, Expert Judgement, Rolling

wave planning, Templates )

Control Schedule TT are PV PR WASS ( Performance reviews, Variance

analysis, Project Management software, Resource levelling, What if
Scenario Analysis, Adujsting lead lags, Schedule compression, Scheudling
tool )

Cost:
o

Memorize TT For Estimate costs process. Remember that this overlaps with
Activity Duration Estimate process.

Determine Budget has Funding Limit Reconcilation as TT which produces

output Project funding requirements

Project documents are updated in all the 3 process outputs.

Quality:
o

Plan Quality creates 2 plans (Quality management plan and process

improvement plan) in output and 2 other outputs which start with Quality.
(Quality metrics, Quality Checklist)

TT for Quality planning is CCCB SPADF ( Remember as Spade with F)

PQC has all the outputs of PQA + 3 more outputs. ( Quality control
measurements, Validated Changes, Validated deliverables)

There are 10 TT for PQC. Out of which there are 7 Tools for PQC. Remember
Inspection appears as TT here and only other place it appears is in Scope
verification

HR - Resource calendar which is output of Acquire Project team is input to

Activity Duration Estimates, Activity resource estimates, Develop Schedule ,
Determine budget process and Develop project team process. In conduct
procurement process also resource calendar is output , however there it refers to
calendar of contracted resources.

Communication -- You need MIC (Management skills, Interpersonal skills and

communciation methods)to manage stakeholder expectations
o

TT For plan communications is CCCC

Risk
o

First 4 processes have only one output.

Risk Register is updated in all the processes after its created in Indentify
Risks process

We recommed that you memorize ITTO for Risk Management process

Procurement:
This is a tough chapter and we recommend you keep your focus

here and try and memorize as much as you can.

Project Charter is input for only following:

Identify Stakeholders

Develop Project management plan

Collect Requirements

Define Scope

Project Calendar: Talking about calendars, remember that project calendar is

updated (not created) in Schedule Development. Project calendar is part of
organizational process assets and Project files.

Scope Statement - is input to all the "planning processes" (Create WBS,

Sequence activities, Estimate activity durations, Develop schedule, Estimate
costs, Determine budget, plan quality, Plan risk management, Perform Qualitative
risk analysis, Plan procurements ) after its created except

Activity Resources Estimating

HR Planning

Risk Resonse Planning

Scope Baseline (WBS and WBS dictionary) are inputs to

o

Control scope

Verify scope

Define Activity

Estimate costs

Budget costs

Plan Quality

Identify Risks

Plan procurements.

All Monitoring and Control Processes will have following 4 outputs:

Change requests

Project document updates ( Except Report performance & Adminster

procurements)

Project Management plan ( Updates) ( Except in Verify scope & Report

Performance)

Organizational process assets updates ( Except in Monitor and control

project work, Perform Integrated change control process & Verify scope)

POW - All Monitoring and control processes will have POW in Inputs :) . POW
stands for Project Management Plan, Organizational process assets update and
Work Performance Information. The other M & C Processes have two of POW
inputs but not all three (Monitor and Control project work, Verify Scope and
Monitor and control project risks )

Cost of Quality - TT For Cost Estimating and Plan Quality processes.`

Forecasting
o

Forecasting is TT in Control cost to produce budgeted forecast as output.

Budgeted forecast is input to Report performance

Run charts is tool used for forecasts

Report performance (Performance reports) will also include forecasts.

Forecasting methods is the TT for Report performance process

Monitor and control project work process can update forecasts

Contract which is output of Conduct procurement process is input to Administer

procurements and Budget costs

1. The following are common tools and techniques for all the processes in the Project
Integration Management knowledge area:

Project Management Methodology

Expert Judgment (except Direct and Manage Project Execution)

PMIS

2. After the Project management plan is developed, it is an input for all successive
processes in the Project Integration Management knowledge area.

3. Activity Attributes Updates is a common output for all the processes in the Project
Time Management knowledge area except the first process where activity
attributes are created.
4. Requested Changes is a common output for all the processes in the Project Cost,
Time, Quality & Scope Management knowledge area except the Activity Duration
Estimating Process , Quality Planning and Scope Planning
5. Tools and techniques used in Risk Identification:
a. BIRDS (Information Gathering techniques)
b. CSI (Diagramming techniques)

B I R D S:

Brainstorming

Interviewing

Root cause identification

Delphi technique

SWOT Analysis

C S I:

Cause and Effect Analysis

System or Process Flow charts

Influence Diagrams

6. Tools and techniques used in Quantitative Risk Analysis:

a. PIE (Data gathering and representation techniques)
b. MEDS (Quantitative risk analysis and modeling)

P I E:
Probability Distributions
Interviewing
Expert Judgement

MEDS:
Modeling and Simulation (Eg Monte Carlo Analysis)
EMV Analysis
Decision tree analysis
Sensitivity Analysis (Eg. Tornardo Diagram)
7. Tools and techniques used in Risk Response Planning:
a. Strategies for Negative Risks / Threats:

ATM:

Avoid

Transfer

Mitigate

b. Strategies for Positive Risks / Threats:

SEE

Share

Enhance

Exploit

8. Tools and techniques used in Scope Definition:

APES

Alternatives Identification

Product Analysis

Expert Judgement

Stakeholder Analysis

9. There is only one Tool & Technique for Risk Management Planning: Planning
meetings and analysis.
10. When the seller selection is based on PRICE, its often called a tender / Bid /
Quotation. When the seller selection is based on technical skills / approach, its
called a proposal.
11. Recommended Preventive action is used to bring the project into compliance with
the project plan. Recommended corrective action is anything that needs to be
done to bring the seller in compliance with the terms of the contract.
12. Prevention is keeping errors out of the process. Inspection is keeping errors out of
the hands of the customer.
13. Attribute sampling is whether the result conforms or not. In Variables sampling,
the result is rated on a continuous scale that measures the degree of conformity.
14. Common causes (a.k.a random causes) are normal process variations. Special
causes are unusual events.
15. The result is acceptable if it falls within the range specified by the tolerance
control limits. The process is in control if it falls within the control limits.
16. Seven basic tools of quality: CCFRHPS

Take a Cat Cat-Fish Runs on Horse Pony Stallion

Cause and Effect Diagrams.
Control Charts.
Flow charting
Run Chart
Histogram
Pareto Chart
Scatter Diagram
17. Constraints for human resource planning:

CEO

Collective bargaining agreements

Economic conditions

Organizational Structure

18. Project Statement of Work describes:

BPS

Business Needed

Product Scope Description

Strategic Plan

AC

CPI=EV/AC

EAC=BAC/CPI

EV=PV*%

CV=EV-AC

ETC=EAC-AC

PV

SPI=EV/PV

BAC

SV=EV-PV

VAR=BAC-ETC

The point of total assumption (PTA) is a price determined by a fixed price plus
incentive fee contract (FPIF) above which the seller bears all the loss of a cost overrun. It
is also known as the "most pessimistic cost" because it represents the highest point
beyond which costs are not expected to rise, given reasonable issues. If costs go beyond
the PTA, they are assumed to be due to mis-management rather than a worst-case set of
difficulties. The seller bears all of the cost risk at PTA and beyond. In addition, once the
costs on an FPIF contract reach PTA, the maximum amount the buyer will pay is the
ceiling price.
Any FPIF contract specifies a target cost, a target profit, a target price, a ceiling price, and
one or more share ratios. The PTA is the difference between the ceiling and target prices,
divided by the buyer's portion of the share ratio for that price range, plus the target cost.
PTA = ((Ceiling Price - Target Price)/buyer's Share Ratio) + Target Cost
Example:
Target Cost: 60,000
Target profit: 6000
Target Price: 63,000
Celing Price: 65,000
Share Ratio: 70% Buyer and 30% seller
PTA = (( 65000 - 63000 ) / 0.7 ) + 60000 = 62857
http://www.deepfriedbrainproject.com/2009/10/point-of-total-assumption-ptafacts.html