The PMBOK® Guide (6th Edition) organizes project management into 49 processes across 5 Process Groups and 10 Knowledge Areas.
Start of project or phase. Sponsor authorizes.
Largest group! Creates all baselines & management plans. 24 = more than all others combined.
Do the real work! Where most change requests are generated.
Compare actual vs plan. Runs THROUGHOUT the project. Generates change requests when variances found.
Formal acceptance, archive, release team.
| Knowledge Area | I | P | E | M&C | C | Total |
|---|---|---|---|---|---|---|
| Integration | 1 | 1 | 2 | 2 | 1 | 7 |
| Scope | - | 4 | - | 2 | - | 6 |
| Schedule | - | 5 | - | 1 | - | 6 |
| Cost | - | 3 | - | 1 | - | 4 |
| Quality | - | 1 | 1 | 1 | - | 3 |
| Resource | - | 2 | 3 | 1 | - | 6 |
| Communications | - | 1 | 1 | 1 | - | 3 |
| Risk | - | 5 | 1 | 1 | - | 7 |
| Procurement | - | 1 | 1 | 1 | - | 3 |
| Stakeholder | 1 | 1 | 1 | 1 | - | 4 |
| TOTAL | 2 | 24 | 10 | 12 | 1 | 49 |
Click any process cell to open its full detail. This is the exact grid from the PMBOK Guide — memorize it!
Cards marked ✓ are studied. Click any card for full detail.
| # | Process Name | Knowledge Area | Process Group | Key Output(s) | Exam Hot Point |
|---|
| Output FROM | Becomes Input TO | What it is |
|---|---|---|
| Develop Project Charter | Almost ALL planning processes | Project Charter provides authorization & high-level info |
| Control Quality | Validate Scope | Verified Deliverables (internal check done, now needs customer acceptance) |
| Validate Scope | Close Project or Phase | Accepted Deliverables (formally signed off by customer) |
| Identify Risks | All other Risk processes | Risk Register (first created, then updated continuously) |
| Direct & Manage Work | Monitor & Control Work | Work Performance Data (raw) → becomes Information |
| Monitor & Control Work | Perform Integrated Change Control | Work Performance Reports + Change Requests |
| Create WBS | Define Activities | Work Packages decomposed into Activities |
| Estimate Activity Durations | Develop Schedule | Duration Estimates used to build the schedule |
| Determine Budget | Control Costs | Cost Baseline (S-Curve) for comparison |
| Technique | Formula / Method | Accuracy | When Used | Exam Tip |
|---|---|---|---|---|
| PERT | (O + 4M + P) / 6 | Medium | When range is available | Std Dev = (P-O)/6; Variance = [(P-O)/6]² |
| Analogous | Similar past project data | Low (-25% to +75%) | Early/concept phase | Top-down, fastest, least accurate |
| Parametric | Unit rate × quantity | Medium | When unit costs are known | E.g. $180/CY × 500 CY = $90,000 |
| Bottom-Up | Sum of all work packages | High (-5% to +10%) | Detailed/execution phase | Most accurate, most time-consuming |
| ROM | Rough Order of Magnitude | Very Low (-25% to +75%) | Concept/initiation | Used in charter/early decisions |
| Contract Type | Abbrev. | Who Bears Risk | Best Used When | Key Feature | Exam Tip |
|---|---|---|---|---|---|
| Firm Fixed Price | FFP | Seller | Scope is well-defined | Price locked in; seller absorbs overruns | Most common, least risk for buyer |
| Fixed Price Incentive Fee | FPIF | Seller (mostly) | When you want seller to perform better | Profit sharing for beating targets | Point of Total Assumption (PTA) formula! |
| Fixed Price Economic Price Adjustment | FP-EPA | Seller | Long-term contracts with inflation risk | Price adjusts with inflation index | Used for multi-year contracts |
| Time and Materials | T&M | Shared | Small/short scope not fully defined | Pay per hour + materials | Hybrid; used for staff augmentation |
| Cost Plus Fixed Fee | CPFF | Buyer | Research/innovative work, scope unclear | Cost reimbursed + fixed fee | Most risk for buyer; seller has no incentive to be efficient |
| Cost Plus Incentive Fee | CPIF | Buyer (mostly) | When performance incentives matter | Cost + fee that grows if targets beat | Seller motivated to perform well |
| Cost Plus Award Fee | CPAF | Buyer | When subjective performance matters | Award fee based on buyer judgment | Buyer has most discretion; not easily disputed |
| Risk Type | Strategy | What It Means | Example | Exam Tip |
|---|---|---|---|---|
| THREATS (Negative Risks) | Avoid | Eliminate risk by changing plan | Change design to avoid unstable soil zone | Best strategy if high P & I |
| Transfer | Shift impact to 3rd party | Buy insurance; include penalty clause in contract | Doesn't eliminate risk, just moves $ | |
| Mitigate | Reduce probability or impact | Add redundant equipment to reduce breakdown impact | Most common strategy | |
| Accept | Acknowledge and accept risk | Active: set contingency reserve. Passive: do nothing | Used for low P×I risks | |
| OPPORTUNITIES (Positive Risks) | Exploit | Make sure opportunity happens | Assign best engineer to ensure early finish | Opposite of Avoid |
| Share | Give part of opportunity to 3rd party | Joint venture to capture new market | Opposite of Transfer | |
| Enhance | Increase probability or impact | Add resources to increase chance of early finish bonus | Opposite of Mitigate | |
| Accept | Take advantage if it occurs | No active plan; just wait and benefit | Same word, same concept for both |
| Org Type | PM Authority | Resource Control | PM Role | Budget Control |
|---|---|---|---|---|
| Functional | Little/None | Functional Manager | Part-time coordinator | Functional Manager |
| Weak Matrix | Limited | Mostly Func. Mgr | Part-time | Functional Manager |
| Balanced Matrix | Low-Moderate | Mixed | Full-time | Mixed |
| Strong Matrix | Moderate-High | Mostly PM | Full-time | PM |
| Projectized | High/Full | PM | Full-time | PM |
| Rank | Method | Also Called | Outcome | When to Use |
|---|---|---|---|---|
| #1 BEST | Confront / Problem-Solve | Collaborating | Win-Win | Always first choice on exam |
| #2 | Compromise / Reconcile | Negotiating | Lose-Lose (partial) | Both parties give something up |
| #3 | Smooth / Accommodate | Yielding | Temporary | Maintain relationship short-term |
| #4 | Force / Direct | Competing | Win-Lose | Only in emergencies |
| #5 WORST | Withdraw / Avoid | Retreating | Lose-Lose | Never best; just delays conflict |
| Theory | Author | Key Concept | Exam Application |
|---|---|---|---|
| Hierarchy of Needs | Maslow | 5 levels: Physiological → Safety → Social → Esteem → Self-Actualization | Lower needs must be met before higher ones motivate |
| Theory X vs Y | McGregor | X: workers lazy & need control. Y: workers motivated & self-direct | PM should assume Theory Y; use participative style |
| Hygiene vs Motivators | Herzberg | Hygiene (pay, safety) prevents dissatisfaction. Motivators (achievement) cause satisfaction | Salary alone doesn't motivate — it just prevents unhappiness |
| Achievement Theory | McClelland | nAch (achievement), nAff (affiliation), nPow (power) | High achievers prefer challenging work and feedback |
| Expectancy Theory | Vroom | Motivation = Expectancy × Instrumentality × Valence | People work hard if they believe effort leads to reward they value |
"I Plan Every Monday Carefully"
Initiating=2 | Planning=24 | Executing=10 | M&C=12 | Closing=1
"I Should Start Careful Quality Reviews. Can Projects Run Smoothly?"
Integration • Scope • Schedule • Cost • Quality • Resource • Communications • Procurement • Risk • Stakeholder
"Dogs Don't Dash; Most Must Play Calm"
Develop Charter • Develop PM Plan • Direct & Manage Work • Manage Knowledge • Monitor & Control Work • Perform Integrated Change Control • Close Project
"Please Call Dave. Create Very Clear scope."
Plan Scope Mgmt • Collect Requirements • Define Scope • Create WBS • Validate Scope • Control Scope
"Please Don't Skip Every Day, Coach!"
Plan Schedule • Define Activities • Sequence Activities • Estimate Durations • Develop Schedule • Control Schedule
"Please Estimate Daily Costs"
Plan Cost • Estimate Costs • Determine Budget • Control Costs
"Plan, Manage, Check"
Plan Quality • Manage Quality • Control Quality
KEY DISTINCTION: Manage = process audit. Control = product inspection.
"Plan Early, Acquire Dedicated, Manage Carefully"
Plan Resource • Estimate Resources • Acquire Resources • Develop Team • Manage Team • Control Resources
"Plan, Manage, Monitor"
Plan Comm • Manage Comm • Monitor Comm
FACT: PM spends 90% of time communicating!
"Please Identify Quick Quirks; Plan Is Mandatory"
Plan Risk • Identify Risks • Qualitative • Quantitative • Plan Responses • Implement Responses • Monitor Risks
NOTE: Qualitative always comes before Quantitative!
"Plan, Conduct, Control"
Plan Procurement • Conduct Procurements • Control Procurements
NOTE: Contracts are CLOSED in Control Procurements, not Close Project!
"Identify, Plan, Manage, Monitor"
Identify Stakeholders • Plan Engagement • Manage Engagement • Monitor Engagement
NOTE: Identify is in INITIATING — very important!
Threats: ATMA — "Avoid Tigers, Mitigate Attacks" (Avoid, Transfer, Mitigate, Accept)
Opportunities: ESEA — "Exploit Shared Enhancements Always" (Exploit, Share, Enhance, Accept)
F-S-N-P-A: "Forming Soldiers Never Panic Anymore"
Forming • Storming • Norming • Performing • Adjourning
EXAM: Conflict peaks in STORMING. Best performance in PERFORMING.
Contingency Reserve = PM controls = for KNOWN unknowns = IN the cost baseline
Management Reserve = Sponsor controls = for UNKNOWN unknowns = OUTSIDE the baseline
"PM knows the Contingency; Sponsor holds the Management"
CV/SV Positive = GOOD. Negative = BAD.
CPI/SPI >1 = GOOD. <1 = BAD.
CV = EV-AC (cost). SV = EV-PV (schedule).
CPI = EV/AC (cost). SPI = EV/PV (schedule).
"EV is always in the numerator and the first term!"
"WBS + WBS Dictionary + Project Scope Statement"
Many students forget the Project Scope Statement is part of the baseline!
Schedule Baseline = Approved schedule model
Cost Baseline = Time-phased budget (S-Curve)
Click the card to reveal the answer. Use arrow buttons to navigate. Card 1 of 0
Auto-saved to this browser every keystroke. Your notes persist between sessions.
0 / 49 processes studied (0%)