DOMAIN I: PEOPLE

Lesson 1: Creating a high performing team Lesson 4: Keeping the team on track

• T-shaped Skills • 4 Characteristics of Servant Leadership:

• RACI Facilitate rather than manage
• Focus groups Provide coaching and training
• Project charter vs. Team charter
• Ground rules/Social contract Remove work impediments
Work Work Work Focus on accomplishments
performance performance performance
data information report • 3 Stakeholder Classification Tools: power grid,
• User Story, Definition of Ready, Acceptance Criteria, salience mode and stakeholder cube
Definition of Done • 6 Performance Report Types
• Absolute time estimate (3-point estimating) vs. Burndown
Burnup chart Velocity chart
Relative measure (Planning poker, Story pointing and chart
T-shirt sizing)
• Resource management plan includes training plan Iteration Earned Value Variance
and recognition plan. Cumulative Management Analysis
• Training, Paring, Mentoring, Baselining Flow Diagram Reports Reports
• Face-to-face communication in virtual team, • Value Stream Map
Fishbowl window • 5 Conflict Management Approaches:
• 5 stages of Tuckman model:

Forming Storming Norming Performing Adjourning

• 4 backlog prioritization techniques: Kano, MoSCoW,

Paired Comparison, 100 Points
• 4 Agile ceremonies: Sprint Planning, Daily Standup,
Sprint Review, Sprint Retrospective
• 4 techniques to get consensus: Fist of Five, Roman • 5 Elements of Emotional Intelligence: Self-
voting, Polling, Dot voting awareness, Self-regulation, Motivation, Empathy,
• 2 techniques for establishing a shared vision: XP Social Skills
metaphor, Product box exercise • 4 Organizational Theories: Maslow, McGregor,
• 4 codes of ethics: Responsibility, Respect, Fairness McClelland, Herzberg
and Honesty • Halo affect

DOMAIN III: BUSINESS

• 4 common compliance categories: regulatory, quality, legal, process
• Tolerances and Escalation procedures Plan
• 4 common benefit management techniques: Net Promoter Score, A/B Testing,
Decision Tree Analysis, Monte Carlo Analysis
• 4 Types of Organizational Structures: Functional, Project oriented, Matrix, Act Do
Composite
• 3 types of PMO: Supportive, Controlling, Directive
• Organizational Process Assets (OPAs) vs. Enterprise Environmental Factors (EEFs)
Study
• Kaizen vs. Deming cycle (P-D-C-A or P-D-S-A)
Phone: 672.999.8389 • Email: [email protected] • www.imt-pm.com
 DOMAIN II: PROCESS
Lesson 2: Starting the project

Scope • Requirement Management Plan vs. Scope Management Plan

• Elicitation techniques:
o 4 Decision Making techniques: Unanimity, Majority, Plurality, Autocratic
o Mind mapping vs. Affinity Diagram
o Prototypes vs. Storyboarding
• Scope Baseline:
o 3 steps: Requirement documentation -> Scope statement -> WBS
o 5 components: Scope statement, WBS, WBS Dictionary, Planning package, Work package
• Scope creep

Schedule

• 4 types of activity dependencies: Mandatory, Discretionary, External, Internal

• 4 types of relationship: FS, SS, FF, FS
• 3 schedule formats: Milestone chart, Project schedule network diagram, Gantt chart
• 2 resource optimization techniques: Resource leveling, Resource smoothing
• 2 schedule compression techniques: Fast tracking, Crashing

Cost • 3 elements of activity cost: Direct cost, Indirect cost, Contingency reserve
• 3 estimating techniques: Analogous, Parametric, Bottom-up
• 3 estimate types: ROM (-25% to 75%), Definitive estimate (-5% to 10%), Phased estimate
• Project budget = Cost baseline + Management reserve
• Cost baseline vs. Funding requirement
• Funding limit reconciliation

Quality • Cost of Quality: Cost of conformance vs. Cost of non-conformance)

• Audit: processes/policies/procedures compliance and improvement
• Verification:

• 5 quality measurement tools: Cause and Effect diagram (Ishikawa diagram, why-why diagram,
fishbone diagram), Scatter diagram, Control chart, Pareto chart, Statiscal sampling

Integration • 2 key components of project management plan: project baseline and subsidiary plans

Procurement • Source selection criteria

• Bidder conferences
• 3 contract types: Fixed Price (FP), Cost Reimbursable (CR), Time and Material (T&M)
• 4 legal concepts: Waranty, Waiver, Breach of contract, Cease and desist letter
• 2 steps managing disputes: Negotiation, Alternative Dispute Resolution (ADR)

Phone: 672.999.8389 • Email: [email protected] • www.imt-pm.com

Lesson 3: Doing the work

Risks • Risk Breakdown Structure (RBS)

• Positive risks (Opportunities) vs. Negative risks (Threat)
• Probability and Impact matrix, Watch list
• Secondary risk vs. Residual risk
• Contingency plan, Fallback plan
• 5 negative risk response strategies:
Escalate Avoid Transfer Mitigate Accept
• 5 positive risk response strategies:
Escalate Exploit Share Enhance Accept
• A risk happens => implement risk response plan. An issue occurs => workaround

Changes • 4 causes of changes:

o Inaccurate estimates,
o Specification changes,
o New regulations,
o Missed requirements.
• 4 components of approved
changes:
o corrective action,
o preventive action,
o defect repair,
o document/plan updates.
• Deliverable Change
Management Process
Flowchart:

Communications • Communication Management Plan includes stakeholder communications requirements and

escalation process.
• 3 communication methods: push, pull and interactive
• 2 sources of noise in communication model: transmission and decoding.

Stakeholders • Stakeholder Register vs. Stakeholder Management Plan

• Stakeholder Engagement Plan includes Stakeholder Engagement Assessment matrix and
Stakeholder Engagement approaches.
• 5 engagement levels in Stakeholder Engagement Assessment matrix:

Unaware Resistant Neutral Supportive Leading

Phone: 672.999.8389 • Email: [email protected] • www.imt-pm.com

 AGILE
• 4 Agile values • 4 characteristics of Agile team

Individuals & interactions over processes & tools Colocation

or ability to
Dedicated
manage any
Working software over comprehensive people
location
documentation challenges

Customer collaboration over contract

negotiation
Mixed team
of Stable work
Responding to change over following a plan generalists & environment
specialists

• Business Value Delivery • 3 Agile roles

Cross-
functional
team members

Product Team
owner facilitator

• 6 considerations in Agile environment

Backlog preparation

Backlog refinement

Planning

Daily standups

Demonstrations/ Reviews

Retrospective

• DoR, DoD and AC • Epic vs. User stories

DoR Ready DoD Complete AC Accept

Sprint Planning Sprint Review

Phone: 672.999.8389 • Email: [email protected] • www.imt-pm.com

 FORMULAS
Name Acronym Formula
Three-Point Estimate Beta Distribution (PERT): (P + 4*M + O) / 6
Triangular Distribution: (P + O + M) / 3
Total Float/ Slack Project duration – Path Duration
(LS - ES = LF - EF)
Risk Score Propability * Impact
Communications Channels N * (N-1) / 2
Planned Value PV % work planned to date * budgeted cost
The authorized budget assigned to scheduled work.
Earned Value EV % work complete to date * budgeted cost
The measure of work performed expressed in terms of
the budget authorized for that work.
Actual Cost AC The realized cost incurred for the work performed on
an activity during a specific time period.
Cost Variance CV EV - AC
CV > 0: under budget. CV < 0: over budget.
Schedule Variance SV EV - PV
SV > 0: ahead schedule. SV < 0: behind schedule.
Cost Performance Index CPI EV / AC (traditional approach)
completed value / planned value (Agile approach)
CPI > 1: under budget. CPI < 1: over budget.
Schedule Performance SPI EV / PV (traditional approach)
Index completed stories / planned stories (Agile approach)
SPI > 1: ahead schedule. SPI < 1: behind schedule.
Estimate At Completion EAC BAC / CPI
The current projected final cost of the project.
Estimate to Complete ETC EAC – AC
The amount of money needed to complete the project.
Variance at Complete VAC BAC - EAC
Expected Monetary Value EMV The monetary value of a possible outcome * The
probability it will occur
Net Promoter Score NPS % Promoters – % Detractors
Discounted cash flow PV, FV PV = FV / ((1 +r) ˆ n)

Phone: 672.999.8389 • Email: [email protected] • www.imt-pm.com