PMP試験のチェックポイント [Welcome to comment]

PMP試験準備のついでに、理解が薄いポイントをまとめてみた。

ちなみに一発合格

Candidate

背景：Software Engineer → Technical Consultant → API Integration Lead → Solutions Architect

PMP試験：英語受験（日本語サポート付き）、勉強期間3ヶ月、PMI Study Hallのみ、特に他の資料や本は購入なし。

Knowledge Point

BATNA = Best Alternative To a Negotiated Agreement

Pareto Chart

Round-robin　ラウンドロビン

テーブルを囲んで全出席者が一人ずつ順番に発言するイメージ

Rettrospectiveで使える３つのテクニック

Technique 1 – The Wheel (also known as the Starfish)

Draw a large circle on a whiteboard and divide it into five equal segments.
Label the segments “Start,” “Stop,” “Continue,” “More of” and “Less of”.
While addressing the corresponding segment, pose the following questions to the team:
What can we start doing that will speed up the team’s progress?
What can we stop doing that hinders the team’s progress?
What can we continue to do that is currently helping the team’s progress?
What is currently aiding the team’s progress that we can do more of?
What is currently impeding the team’s progress that we can do less of?
Encourage the team to place stickies with ideas in each segment until everyone has posted all of their ideas.
Erase the wheel and have the team group similar ideas together. Note that the same idea may have been expressed in opposite segments but these should still be grouped together.
Discuss each grouping as a team, including any corrective actions.

Technique 2 – The Sailboat (or any kind of boat)

Draw a boat on a whiteboard. Include the following details:
Sails or engines represent things pushing the team forward toward its goals.
Anchors represent things impeding the team from reaching their goals.
Explain the metaphors to the team and encourage them to place stickies with their ideas for each of them on the appropriate area of the drawing.
Wait until everyone has posted all of their ideas.
Have the team group similar ideas together.
Discuss each grouping as a team, including any corrective actions going forward.

Technique 3 – Mad Sad Glad

Divide the board into three areas labeled:
Mad: frustrations, things that have annoyed the team and/or have wasted a lot of time
Sad: disappointments, things that have not worked out as well as was hoped
Glad: pleasures, things that have made the team happy
Explain the meanings of the headings to the team and encourage them to place stickies with their ideas for each of them under each heading.
Wait until everyone has posted all of their ideas.
Have the team group similar ideas together.
Discuss each grouping as a team, identifying any corrective actions.

Project Charter

Stakeholder interest in the project charter can support risk identification. The Project Charter summarizes high-level information about the project and product. It includes a general risk list developed using expert judgment techniques. Individuals experienced in similar projects or areas, familiar with the source of risks, or individuals knowledgeable with how the organization approaches risks, can contribute to the risk identification process.

Affinity grouping

Common affinity groupings include T-shirt sizing and Fibonacci numbers.

Histogram

Scope Management Plan

The scope management plan is a component of the project management plan that describes how the scope will be deﬁned, developed, monitored, controlled, and validated.
The Project Charter scope needs to be agreed on by the sponsor before the team starts detailed planning.

Project Closure

When closing a project or a phase project manager must review the project management plan to ensure all project or phase work is completed and the project or phase has met objectives.
When the project manager has confirmed that the project satisfied the strategic goal it was meant to achieve and received formal documented acceptance from the client and sponsor, they should review all contracts with the project team and suppliers. They should make sure that all parties have satisfied their contractual obligations—that the suppliers have delivered all of the products or services required of them and that the organization has made all pertinent payments.
The sponsor provided the resources for the project.

The Transition Phase

The primary purpose of this phase is to successfully deploy your solution into production (or the marketplace). The Transition process goals are:

Ensure Production Readiness
Deploy the Solution

Procurement Management

Plan procurements
Conduct procurements
Control procurements
Develop a single project plan, taking full responsibility for the delivery
Project complexity, Organization size, and Project duration should be applied to resource profiles.

PMIS system

A project management information system (PMIS) is the coherent and complete organization of the information required for an organization to execute projects successfully. This should be updated with project progress right through to project completion.

Stakeholder Management

In managing megaproject stakeholders, trust is not an available resource as part of tactical clustering.
The project sponsor is the party who can address internal political and strategic issues that can affect project quality.
In a multi-stakeholder project, it is important that all stakeholders agree upon the objectives and deliverables
What are the strategies in practice to manage external stakeholders in mega projects?

Flexibility
Persuasion
Deputation
Give and take
Extra work for stakeholders

Risk Management

Effective issue management requires increased communication and should include stakeholders whenever necessary.
The trend analysis will help the construction manager forecast the concrete production rate for the next three months and the future. A trend analysis is a tool and technique used during the monitoring and control phase of the project life cycle. It can be used in the integration, time, cost, and risk knowledge areas.
Risk management should be iterative in agile projects. Any risk items or stories that are identified as higher risks should be addressed earlier by adding them in appropriate sprints rather than waiting for the risks to hit the project.
The project team should determine the stories.
Risk Attitude

Risk-averseリスク回避: Not comfortable with risks.
Risk-seeker or taker: A risk-seeking or risk-taking person or organization often sees risks as opportunities.
Risk-neutral: These people deal with risks objectively.
Risk-tolerant: Comfortable with ignoring risks

Management reserve

A management reserve is the amount of the project budget or project schedule held outside of the performance measurement baseline for management control purposes that is reserved for unforeseen work that is within the project scope.
Contingency reserveとの違いは、Contingencyの場合は allocated in the schedule or cost baseline for known risks with active response strategies。つまり事前にこのリスクはknown riskか否かというポイント。
Includes funds that are to be allocated at a high level for the "unknown unknowns".

Exploitation: A risk management technique that seeks to ensure a positive risk happens. This is the pair to elimination for negative risks.

Requirements prioritization model

Cost and associated risk to take into consideration

Resource Management

Crashing a project will increase both costs and risks.
CPI = EV/AC (Cost Performance, Earned Value, Actual Cost)
SPI= EV/PV (Schedule Performance, Earned Value, Planned Value)
CV = EV - AC (Cost Variance, Earned Value, Actual Cost)
Responsibility Assignment Matrix (RAM) = RACI model
The project Sponsor is solely accountable for the business value for the project. The PM is responsible to execute the project to achieve the aims of the sponsor.

Communication Management

Effective communication is a key success factor in organizational change management.
Fail fast, fail often and self-organization are agile principles developed for small teams and projects.

Change Management

Always assess first. So if a key stakeholder requests new features to be added to a product during the project implementation phase. The stakeholder insists that the new features will add value to the product. The first thing project manager should do is to Assess and review how the changes will impact the project budget and schedule.
An agile project will required the product owner or project manager to add the new story or task (change request) to the product backlog so it can be prioritized and then sized without adding the item in to backlog and without prioritization, implementing / rejecting the change request is not possible

Conflict Management

Classifying the conflicts into structural and interpersonal categories will help the Scrum Master focus on structural conflicts and avoid personal conflicts and hence is the correct answer. Placing conflicts on a shared list or reviewing them during scrum meetings can be done only after classifying them into categories. Hence this option is not the most appropriate answer.

Collaborating: Win-win (both needs are met)

Competing: Win-lose (your needs are met)

Avoiding: Lose-lose (No needs met)

Accommodating: Lose-win (your needs are not met)

Compromising: mini-win or mini-lose

Feedback Management

Receiving feedback only with each delivery is not correct as the feedback is required to be continuous in a hybrid project management methodology and is not linked with delivery.

Schedule Management

Program Evaluation and Review Technique (PERT) is used to calculate durations when they are difficult to define. PERT formula [Optimistic + 4*Most Likely + Pessimistic]/6. When you apply this formula using the given data in the question (Optimistic:11, Most Likely:20 and Pessimistic:35), it will be (11+4*20+35)/6=126/6 = 21

Planning Poker

Environmental Scan

PESTLE stands for:

Political
Economic
Social
Technological
Legal
Environmental

Agile

Asking the team to vote about a new work method will also boost motivation.
Asking for a volunteer to run a customer satisfaction survey will also boost motivation.
Assigning individual team members to the tasks in the backlog will also boost motivation.
Arrange for a deliverable evaluation as the final quality assurance (QA) checkpoint to ensure the project objectives are met.
Agile manifesto's preference for “customer collaboration over contract negotiation.”
Scrum Master: A role in agile for someone who helps the development team remove impediments to delivery and helps define user stories.
Design for X (DfX): DfX is a set of technical guidelines that may be applied during the design of a product for the optimization of a specific aspect of the design. DfX can control or even improve the product's final characteristics.

Compliance

Requirement traceability matrix documents the client requirement from conception and traces them to delivery, additional information included as these are refined through the different stages. This will be the best document to get the required Customer needs and make the required mapping.

Organization Structure

The two bosses or more scenario is a characteristic of matrix organizational structures.

In a strong matrix structure, the project manager enjoys more power than the functional manager. For example, the project manager has a say in the allocation of resources.
In a weak matrix structure, a project manager works like a project coordinator or project expeditor. A project coordinator has some say in the allocation of resources, while a project expeditor serves only as a point of communication between the customer and the team.

https://asana.com/resources/matrix-organization
Project managers typically do not exist in Functional Organizations; if this position exists, the role of the project manager will be very limited. The project manager may have the title of a coordinator or an expediter.
A projectized organization is the ideal organization type for a project manager. Project managers are the real bosses here, with the freedom to apply your expertise and have a say in the proceedings.
Read this for the holistic capture: https://pingboard.com/blog/types-business-organizational-structures/

Knowledge Transfer

The lessons learned register may also include the impact, recommendations, and proposed actions associated with the situation. The lessons learned register may record challenges, problems, realized risks and opportunities, or other content as appropriate. The lessons learned register is created as an output of this process early in the project. Thereafter it is used as an input and updated as an output in many processes throughout the project. The persons or teams involved in the work are also involved in capturing the lessons learned. Knowledge can be documented using videos, pictures, audios, or other suitable means that ensure the efficiency of the lessons captured.
Explicit knowledge, also known as expressive knowledge, is any information that you can document, store and share with others. You can easily transfer this knowledge to an organization's customers or other employees.
In knowledge management, the opposite of explicit knowledge is tacit knowledge. This type of knowledge is information that people may know intuitively or learn through experience.
https://www.indeed.com/career-advice/career-development/explicit-knowledge

Expectation Management

Theory Of Expectation

学習ノート

Project Discretionary Dependency

Mandatory Dependency

- Known as Hard Logic or Hard Dependencies

- Required by laws, contracts, company procedures, physical limitations, etc and sometimes they are inherent in the nature of the work

Discretionary Dependency

- Known as Preferred Logic, Preferential Logic or Soft Logic

- Isn't based on a "have to", but on a "should"

- A and B. A and B can be independently performed or one can be performed after the other. The Project Team can chose to make B dependent on A.

External Dependency

- Is one that “must be”

Internal Dependency

- Defined between two project activities.

- Generally, the Project Team has complete control over the project activities.

Conflict

Earned Value Management (EVM)

- Planned Value (PV):

Also called Budgeted Cost of Work Scheduled(BCWS), is the cost that is proposed to be utilised on an activity during a specific time frame.

- Actual Cost (AC):

Also called Actual Cost of Work Performed(ACWP), is the aggregate cost that is spent on an activity while its execution, during a specific time frame.

- Rate of Performance (RP):

It is the rate at which the project is progressing. Mathematically, it is the percentage of the work actually completed out of the total work that was scheduled to be completed till that point of time.

- Earned Value (EV):

Also called Budgeted Cost of Work Performed(BCWP), is the estimate of the value of the work completed, on the basis of how much work should have been completed and how much work was actually completed.

EV = PV X RP

Matrix Organizational Structure

Weak Matrix Organization

- Power enjoyed by the functional manager completely.

- Project manager works like a project coordinator or project expeditor.

- Project coordinator can take Low bit decision on the allocation of the resources

- Project expeditor works only like communicator point between the customer and team.

- ■project expeditor

- the role has no authority

- 権限なし

- ■project coordinator

- some limited referential autority

- いくつかの限定された権限、参照権限を持つ

- Project manager reports to functional manager

Strong Matrix Organization

- Power is enjoyed by the project manager Low bit more than the functional manager.

- PM can take decision on the allocation of the resources

- PM can utilize his or her project management skill on the projects.

Balanced Matrix Organization

- Reasonable authority to project manager.

- Power enjoyed by the functional as well as project manager in the same manner.

- Resources working on the project face a complex communication.

- It is not clear – whom to report and who is the real boss.

Resource Leveling VS Resource Smoothing

Contract types

Cost reimbursable

- Costs Plus Fixed Fee: CPFF

- Cost plus percentage of cost: CPPC

- Cost plus incentive fee: CPIF (奖金是提前根据performance订好）

- Cost plus award fee: CPAF (奖金是根据最终performance来定)

Fixed price (seller bears a higher burden of the cost risk than the buyer)

- Firm fixed price: FFP

- Fixed price plus incentive fee: FPIF

- Fix the price economic price adjustment: FPEPA

Buyers’ cost risk from the various contract types (from highest to lowest):

CPPC --> CPFF -->CPAF --> CPIF -->T&M -->FPEPA ---> FPIF --> FFP

Preventive action VS zCorrective action

Quality Audit VS Inspection

Single Sourcing VS Solo Sourcing

Single指的在众选项中只选择某一个，Solo指的是就没得选，只有这一家能满足supplier的条件

Predictive = waterfall, adaptive = agile

Risk Categorization

Risk categorization is a technique used to classify risk and can be done through various methods, such as a sample list of risk categories, or it could be done by phase, by the WBS, or by a formal risk breakdown structure

Management reserve

計画時に将来起こりうる事態として想定されたトラブルや遅延（既知の未知）などのために、あらかじめ確保された予算や期間の余裕分のこと。PMBOKではコストやスケジュールのベースラインに含まれており、プロジェクトマネージャの裁量で使用することができる。

これに対し、事前に認識できない不測の事態（未知の未知）に備えるための予備の予算や期間を「マネジメント予備」（management reserve）という。

マネジメント予備、計画時に将来起こりうる事態として想定していない、あるいは、想定しようがない不測の事態（未知の未知）に対応するために確保された予算の余裕分のこと。PMBOKではプロジェクト総予算には含まれるがコストベースラインには含まれない。

Agile

- You must consider the culture of the organization, the technical aspects of the project and the size and training of your team to decide the suitability.

- Product Backlog is the basis for the current Product Backlog

- A Burndown Chart tracks the progress within a sprint by tracking the completed work and the work still remaining in a given timeframe. This allows the team to visually assess the likelihood of meeting the sprint goal.

- Information Radiators are publicly displayed examples of team performance

- バックログは開発チームのTODOリストで、エピックは少し粒度の大きいTODOなんですよね

- スクラムでは作業項目の定義を、利用者にとって何が可能になるかを表す「ユーザーストーリー」（user story）という単位で行う。ソフトウェアが実現すべき複数のストーリーが列挙された後、それぞれがどのような規模なのかを見積もるのにストーリーポイントが用いられる。チーム内でストーリーポイントを決める際には、値の書かれた札を人数分だけ用意し、メンバーが一同に会して各ストーリーについて自分が思うポイントを一斉に挙げる。一致しなければ、なぜその値を選んだのかを発表し（全員ではなく最高点の人と最低点の人のみとすることが多い）、再び一斉に挙げる。この決定法を「プランニングポーカー」（planning poker）という。

- Velocity is the average number of story points completed by the team in all the prior sprints.

- Agile project can also use Earned Value to measure performance

- The agile kickoff meeting is referred to as Sprint 0

Other

- Sunk cost is not to be considered when deciding when to terminate a project.

日本のプロジェクトマネージャー試験のポイント

ISO関連

ISO 9000: 品質
ISO 27000: セキュリティ
ISO 20000: IT Service
ISO 14000: 環境

Balances Scoreboard: 戦略策定に使うフレームワーク

財務
顧客
BP（ビジネスプラン）
学習と成長

リスクマネジメント：

可用性
完全生
機密性

投資関連

ROI: Return On Investment
ROA: Return On Assets
ROE: Return On Equity(自己資本)

顧客関連

RFM

Recency: 最終購買日
Frequency: 頻度
Monetary: 累計金額

AIDMA分析

Attention -> Interest -> Desire -> Memory -> Action

コーポレートガバナンス

目的は1). 企業の収益力の強化と2). 企業の不祥事を防止

SWOT分析

Strength, Weakness, Opportunity, Threaten

4Pと4C

4P	4C
Product	Customer Value
Price	Cost
Place	Convenience
Promotion	Communication

その他知識点

特許は20年
個人情報の事前承諾　＝　opt-in
不正の根本を探し出すには、「機会」、「正当化」、「動機」が’必要
ブルートフォース　＝　パスワードの考えられるすべての組み合わせを試す方法。パスワードの指定が6桁の数字であれば、100万通りの組み合わせをすべて試す
Digital Devide = 情報格差
Digital Forensics: 法律用のIT証明
グループウェア　＝　車内用のApp/Software
サニタイジング　=＞（対抗）SQL Injection
CSIRT: Computer Security Incident Response Team
BYOD: Bring Your Own Device
ISMS: Information Security Management System
ITIL: Information Technology Infrastructure Library （ベストプラクティス）
MITB = Man In the Browser, 所謂乗っ取り
RPA = Robotic Process Automation (ソフトウェアで自動化すること、工場などのロボットではない)
TOC (Theory of Constraints) = 作業工程の能率を向上させる手法の一つで、一連の工程全体の中で隘路（ボトルネック）になっている箇所を探し出し、集中的に改善する方式
ASP: Application Service Provider
NTP: Network Time Protocol
BPO: Business Process Outsourcing
SCM: Supply Chain Management
CMS: Content Management System
SFA: Sales Force Automation
EDI: Electronic Data Interchange
TPM: Trusted Platform Module
MOT: Management Of Technology
ISP: Internet Service Provider
NAT: Network Address Translation
WPA: WiFi Protected Access