PMBOK® Study Outline
Framework for presentation of Project Management
PMBOK® understands project management as a process which has inputs, activity and
outputs. In order to explain the process of project management, PMBOK® groups the
processes into five families, or primary processes that it calls process groups: Initiating,
Planning, Executing, Controlling and Closing. These five primary process groups are
what PMBOK® refers to as the Project Management Life Cycle. PMBOK® sees these
five primary processes as consistent in every project, irrespective of the content of the
project or what the product of the project is.
In each of these five primary process groups are defined by matrixing them against
what PMBOK® calls knowledge areas. Each knowledge area contains the detail of a
particular area of knowledge or skill that the primary processes need to function. The
knowledge area often contains skills, tools and techniques that cover more than one
process. There are nine knowledge areas:
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
When all of the knowledge areas are examined and described, the full meaning of each
of the primary processes appears. In fact, each knowledge area is defined as a set of
processes (with inputs, tools/techniques and outputs) and, by being defined this way,
gives the complete scope of each of the processes in the process group. This is best seen
by the overview of the matrix on p38 of the PMBOK®.
When the 9 knowledge areas (chapters 4 through 12) are matrixed with all of the 5
primary process groups, there are 39 sub-processes that are defined. The 39 subprocesses are always numbered by the order they appear in the PMBOK® chapter that
discusses them. For instance the knowledge area of Initiation is numbered 5.1 as it is
discussed as the first process in Chapter 5 – Project Scope Management.
In each of the 5 primary process groups, each knowledge area that contributes to that
primary process does so by contributing a sub-process that is either a core sub-process to
the primary process or a facilitating sub-process to the primary process.
The Knowledge Area Chapters in PMBOK® – Chapters 4 – 12
Each of these chapters is presented in an identical format. The chapter begins with a
brief overview of each sub-process in the knowledge area. It then presents a more
detailed treatment of each specific sub-process. Each sub-process is presented in terms of
inputs, tools and techniques and outputs. For example, Chapter 4 – Project Integration
Management. There are three sub-processes:
4.1 Project Plan Development
4.2 Project Plan Execution
4.3 Integrated Change Control
Under each of these sub-processes you will find a discussion of the inputs, tools and
techniques and outputs for that sub-process. It will often be the case that the output from
the previous sub-process provides the input into the next sub-process. One effective
technique for a group is to pick a chapter to study and then, in order to prepare for the
presentation, one person prepares the inputs for each of the sub-processes, one person
prepares the tools and techniques for each sub-process and another person prepares a
presentation on the outputs.
STUDY PLAN GUIDE
Now that we have explored the knowledge areas and the primary process groups, you can
create a study plan that best fits for you or your group. You might follow the process
groups as a guide for study, reviewing each of the sub-processes in the primary group and
going primary group by primary group. You may choose to study by following the
knowledge areas, chapter by chapter in the PMBOK®. You may study by following the
knowledge areas but proceed in an order that seems more logical to you than the one laid
out in the PMBOK®
For instance, one group studied the PMBOK® in the following order:
Chapter 10 – Project Communications Management
Chapter 7 – Project Cost Management
Chapter 9 – Project Human Resource Management
Chapter 4 – Project Integration Management
Chapter 12 – Project Procurement Management
Chapter 8 – Project Quality Management
Chapter 11 – Project Risk Management
Chapter 5 – Project Scope Management
Chapter 6 – Project Time Management
Remember, the goal of the study is not to become an expert in risk, or quality
management or time or any other knowledge area. The goal is to pass the PMP® exam.
People find that their knowledge of project management is helpful but the major piece of
preparation is to know the PMBOK® very thoroughly.
Knowledge Area Chapter Outline Summaries
In order to decide how to come up with a game plan for study, we have outlined the
Knowledge area chapters. The thought is that if you see them defined all in one place, it
may be easier to decide how to proceed with your study.
Chapter 4 – Project Integration Management
4.1 – Project Plan Development – Integrating and coordinating all project plans to
create a consistent, coherent document.
4.2 – Project Plan Execution – Carrying out the project plan by performing the activities
included therein.
4.3 – Integrated Change Control – Coordinating changes across the entire project.
Chapter 5 – Project Scope Management
5.1 – Initiation – Authorizing the project or phase.
5.2 – Scope Planning – Developing a written scope statement as the basis for future
decisions.
5.3 – Scope Definition – Subdividing the major project deliverables into smaller, more
manageable components.
5.4 – Scope Verification – Formalizing acceptance of the project scope
5.5 – Scope Change Control – Controlling changes to project scope.
Chapter 6 – Project Time Management
6.1 – Activity Definition – Identifying the specific activities that must be performed to
produce the various project deliverables
6.2 – Activity Sequencing – identifying and documenting interactivity dependencies
6.3 – Activity Duration Estimating – Estimating the number of work periods that will
be needed to complete individual activities.
6.4 – Schedule Development – Analyzing activity sequences, activity durations and
resource requirements to create the project schedule.
6.5 – Schedule Control – Controlling changes to the project schedule
Chapter 7 – Project Cost Management
7.1 – Resource Planning – Determining what resources (people, equipment, materials)
and what quantities of each should be used to perform project activities.
7.2 – Cost Estimating – Developing an approximation (estimate) of the costs of the
resources needed to complete project activities.
7.3 – Cost Budgeting – Allocating the overall cost estimates to individual work
activities.
7.4 – Cost Control – Controlling changes to the project budget.
Chapter 8 – Project Quality Management
8.1 – Quality Planning – Identifying which quality standards are relevant to the project
and determining how to satisfy them.
8.2 – Quality Assurance – Evaluating overall project performance on a regular basis to
provide confidence that the project will satisfy the relevant quality standards.
8.3 – Quality Control – Monitoring specific project results to determine if they comply
with relevant quality standards and identifying ways to eliminate causes of unsatisfactory
performance.
Chapter 9 – Project Human Resource Management
9.1 – Organizational Planning – Identifying, documenting and assigning project roles,
responsibilities and reporting relationships.
9.2 – Staff Acquisition – Getting the human resources needed assigned to and working
on the project.
9.3 – Team Development – Developing individual and group competencies to enhance
project performance.
Chapter 10 – Project Communications Management
10.1 – Communications Planning – Determining the information and communications
needs of the stakeholders: who needs what information, when they will need it and how it
will be given to them.
10.2 – Information Distribution – Making needed information available to project
stakeholders in a timely manner.
10.3 – Performance Reporting – Collecting and disseminating performance
information. This includes status reporting, progress measurement and forecasting.
10.4 – Administrative Closure – Generating, gathering and disseminating information to
formalize a phase or project completion.
Chapter 11 – Project Risk Management
11.1 – Risk Management Planning – Deciding how to approach and plan the risk
management activities for a project.
11.2 – Risk Identification – Determining which risks might affect the project and
documenting their characteristics.
11.3 – Qualitative Risk Analysis – Performing a qualitative analysis of risks and
conditions to prioritize their effects on project objectives.
11.4 – Quantitative Risk Analysis – Measuring the probability and consequences of
risks and estimating their implications for project objectives.
11.5 – Risk Response Planning – Developing procedures and techniques to enhance
opportunities and reduce threats to the project’s objectives.
11.6 – Risk Monitoring and Control – Monitoring residual risks, identifying new risks,
executing risk reduction plans and evaluating their effectiveness throughout the project
life cycle.
Chapter 12 – Project Procurement Management
12.1 – Procurement Planning – Determining what to procure and when
12.2 – Solicitation Planning – Documenting product requirement and identifying
potential sources.
12.3 – Solicitation – Obtaining quotations, bids offers and proposals, as appropriate.
12.4 – Source Selection – Choosing from among potential sellers
12.5 – Contract Administration – Managing the relationship with the seller.
12.6 – Contract Closeout – Completion and settlement of the contract, including
resolution of any open items.
Mathematical Formulas you Might Want to Study:
Every exam is different, but understanding of the following formulas and definitions is
recommended:
Earned Value Analysis:
Variance = Budget at Completion (BAC) minus Actual Cost (AC)
Earned Value (EV) = % complete times BAC
Cost Variance (CV) = EV – AC
Schedule Variance (SV) = EV – PV
Cost Performance Index (CPI) = EV/AC
Schedule Performance Index (SPI) = EV/PV
Estimate at Completion (EAC) = BAC/CPI
Estimate to Complete (ETC) = EAC – AC
Variance at Completion (VAC) = BAC – EAC
PV = Budgeted Cost of the Work Scheduled [Planned Value]
EV = Budgeted Cost of the Work Performed
AC = Actual Cost of the Work Performed
PERT (P+4M+O)/6
Std. Dev. (P-O)/6
Task Variance [(P-O)/6]2
Present Value FV/(1+r)n
Comm Channels N(N-1)/2
Normal Distribution
+/- 1 Sigma = 68.26%
+/- 2 Sigma = 95.46%
+/- 3 Sigma = 99.73%
+/- 6 Sigma = 99.99%
Be Able to recognize:
Network Logic Diagram: Activity-on-Arrow, Activity on Node
Bar (Gantt) chart
Cause and Effect (Ishikawa | fishbone) Diagram
Upper Control Limit – Lower Control Limit
RACI Diagram
Histogram
Probability / Impact Risk Rating Matrix
Ordinal Scale | Cardinal Scale
Decision Tree Analysis
IFB | RFP | RFQ | IFN | CIR
Be able to define all types of contracts and determine who they favor.
MISC. STUDY ADVICE
Write things down, it helps you to remember !
Use a variety of study materials, including CDs – you can listen to them in your car.
TEST TAKING ADVICE
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Arrive early. Bring food and drinks for breaks.
Use your tutorial time to write down essential formulas. DO NOT SKIP since
you’ll need the formulas several times, and if you have them ready you won’t
make unnecessary mistakes.
Write small on the paper you’re given. You can only get new paper if you turn in
the used which you don’t want to do because you just took the time to write down
all your formulas!
Read questions twice, read it slowly and read all of the suggested answers.
Make sure you understand the question before you answer.
Doublecheck ALL math !!
Pace yourself so you don’t run out of time
Take at least one break to clear your head and get some food.
Save hard questions till last, only mark questions for review that you’re not 100%
sure about.