How do you learn? A PMP Exam Case Study

I think a team is at its best when all of it's members have an awareness of the learning methods and techniques that work best for them. Experts in the field of learning have uncovered common characteristics between novice and expert learners, such as in this study 'Novice to Expert' at the University of Milwaukee, by Barbara Daley, which takes into account the learner’s motivation, and drive for obtaining results.

Learning how you learn

I think a team is at its best when all of it's members have an awareness of the learning methods and techniques that work best for them. Experts in the field of learning have uncovered common characteristics between novice and expert learners, such as in this study 'Novice to Expert.doc' at the University of Milwaukee, by Barbara Daley, which takes into account the learner's motivation, and drive for obtaining results. According to this study, the expert sees learning as an "active and self-initiated process", while the novice requires to be guided in the learning process, and can be sometimes easily overwhelmed with information and fear. It's interesting to me that one's ability to learn could possibly boil down in some ways to 'confidence'. In my experience, that confidence comes from experience, from trial and error. This is what I mean by: "learning to learn". Consider, for example, the different learning patterns of an artist, a businessman and a librarian. Watching an artist build beautiful works is a magical experience. How did they learn to do that? At what point did they realize they were 'good enough' to put their art on display? At what point did they realize this would be their vocation? What is their mental model? A businessman sees numbers behind things, and has learned to see the value of something in terms of how the market will value it. He has learned to gauge his ability to sell that very thing to his network. At what point did that businessman learn to trust in his instincts about the value of things? A librarian often knows a myriad of facts and figures. How does a person like that know so much? How does one person's brain contain so much information. This bookish-type of learner is most intimidating to me, because I just don't have that gift. There are many more types of learners, and those who fall into the same "type" can have very different learning methods as well. That might be the most fascinating part of all.

How do you learn? More importantly, have you learned how you learn?

Here's a personal analogy.

I moved around a lot as a kid, completing most of my K-12 years in France, and finishing the last two years of high school in the D.C. area. As a 3rd culture kid, I learned how to adapt across cultures, to speak different languages, and to blend in socially as best I could. In school I developed techniques to learn materials, as many of us have, by creating summaries that drew parallels to my experiences. This technique has proven invaluable for me over time, and it's a foundation for additional techniques I've crafted: creating summaries of summaries, special note-taking techniques and abbreviations, cross-summary references, and using numbers instead of words to remember things. I'm still learning about how I learn, and I feel like I have a long ways to go still. I am fascinated by the learning process. Understanding my own learning process has been a pivotal part of my life, one that helped me survive the ever-changing environments of my youth. One of the biggest factors for me in "learning to learn" has been learning to trust in my learning abilities. An "I can learn this" mentality. That understanding has enabled me to thrive in my career.

In 2006 I was working at a big consulting firm, and the PMP credential was popular. To bid on certain projects, we needed to provide proposals showing not only technical expertise, but also credentials, namely PMP-certified resources. The company was paying for all the directors and senior managers to take classes and intensives to pass the PMP exam. I was a new manager at the time, so I didn't get the privilege. But I wanted the credential. I had all the project-management prerequisites (number of hours, etc.), so I just needed to pass the exam. I prepared for the test, and the experience I had learning the material and what I learned about myself were more valuable to me than the material itself.

I selected two books from which to learn the material: PMP in Depth: Project Management Professional Study Guide for the PMP Exam, and A Guide to the Project Management Body of Knowledge: (Pmbok Guide). I bought the books one weekend, scheduled the test for the next, and studied on the weekdays between. Here's the learning process I used for this 'learning project':

• I glanced through the books' indices and mapped out on paper the major points I needed to learn, including all the knowledge areas (inputs, outputs, tools & techniques), math equations and how to use them, keywords and definitions;
• I mapped out a strategy and timeline for how I would learn the material, and what I would know by when. I focused on learning concepts, processes and knowledge areas first, and math equations last;
• I summarized the material using acronyms, numbers, and a color-coded grid system for memorizing relationships between knowledge areas; and
• I repeatedly quizzed myself on the content.

I spent the first 25 minutes of the test doing a brain-dump onto paper of the entire grid I memorized. This worked well. If you're interested in my grid system and the technique I used, it's attached to this post as a download, or you can view it below.

This is a typical process for me on any given 'learning project', but this method of learning I realize does not work for everyone. My wife, for instance, learns by putting things into their temporal context--she recalls past events as if they happened yesterday. I could ask her what was I doing on March 2, 2006 at 5 p.m., and she would figure it out within a minute by using historical landmarks embedded in her brain. I don't know how she does it. It's amazing. But it's frustrating, too, because I can't get away with anything. My dad, as another example, was a bookworm and had developed a mental cataloging system for his thousands of books, magazines and newspaper clippings that was otherworldly to me. On any subject I discussed with him, he could point to a half-dozen books, articles, down to the page number and paragraph on-the-fly, often citing the actual author of the article whether it be from the New York Times newspaper, a book, or encyclopedia. For him, understanding the authorship, and context of a piece of knowledge on any given thing was central to his learning process of the thing itself. For him, a map could be used not only to provide directions, but also to tell a story of a place. His method of learning was to take notes, boxes and boxes of notes, then to file the notes, and do further research related to ideas he had in his notes. He was successful because of his ability to learn, and help others learn about things of interest to them.

In Conclusion

Our ability to master the learning process can be a very exciting endeavor, not only for our careers, but more importantly, it greatly enriches our lives, and gets us further in touch with the things we care most about. Learning is a lifelong habit, and achievement. If this resonates to you, have some learning tips or ideas on the subject, feel free to share them in the comments of this post. Happy learning!

PMP Study Sheet and Learning Grid System

This is the grid system I used below on the 'PMP exam learning project' I wrote about above.

	EXPAND ALL KNOWLEDGE AREA PROCESSES		Initiating	Planning	Executing	Monitoring & Controlling	Closing
		44	2	21	7	12	2
C	ommunication Management	4		3 Communication Planning » 25   Inputs:    EEF, OPA, Proj. scope statement, Proj. mgt. plan (constraints, assumptions) Tools & techniques:     Communicatiions requirements analysis, Communications technology Outputs:     Communications management plan	25 Information Distribution » 33   Inputs:    Communications management plan Tools & techniques:     Communications skills, Information gathering and retrieval systems, Information distribution methods, Lessons learned process Outputs:     OPA (updates), Requested changes	33 Performance Reporting » 28, 32, 36, 37, 39, 40, 41, 42   Inputs:    Work performance information, Performance measurements, Forecasted completion, Quality control measurements, Proj. mgt. plan (performance measurement baseline), Approved change requests, Deliverables Tools & techniques:     Information presentation tools, Performance information gathering and compilation, Status review meetings, Time reporting system, Cost reporting systems Outputs:     Performance reports, Forecasts, Requested changes, Recommended corrective actions, OPA (updates) 32 Manage Stakeholders » 43   Inputs:    Communications mgt. plan, OPA Tools & techniques:     Communications methods, Issue logs Outputs:     Resolved issues, Approved change requests, Approved corrective actions, OPA (updates), Proj. mgt. plan (updates)
C	ost Management	3		21 Cost Estimating » 7, 18, 22, 37   Inputs:    EEF, OPA, Proj. scope statement, WBS, WBS dictionary, Proj. mgt. plan (schedule mgt. plan, staffing mgt. plan, risk register) Tools & techniques:     Analogous estimating, Determine resource cost rates, Bottom-up estimating, Parametric estimating, Proj. mgt. software, Vendor bid analysis, Reserve analysis, Cost of quality Outputs:     Activity cost estimating, Activity cost estimate supporint detail, Requested changes, Cost mgt. plan (updates) 22 Cost Budgeting » 7, 37, 42   Inputs:    Proj. scope statement, WBS, WBS dictionary, Activity cost estimates, Activity cost estimate supporting detail, Proj. schedule, Resource calendars, Contract, Cost mgt. plan Tools & techniques:     Cost aggregation, Reserve analysis, Parametric estimating, Funding limit reconciliation Outputs:     Cost baseline, Proj. funding requirements, Cost mgt. plan (updates), Requested changes		42 Cost Control » 34, 37, 43   Inputs:    Cost baseline, Proj. funding requirements, Performance reports, Work performance information, Approved change requests, Proj. mgt. plan Tools & techniques:     Cost change control system, Performance measurement analysis, Forecasting, Proj. performance reviews, Proj. mgt software, Variance management Outputs:     Cost estiamte (updates), Cost baseline (updates), Performance measurements, Forecasted completion, Requested changes, Recommended corrective actions, OPA (updates), Proj. mgt. plan (updates)
H	uman Resource Management	4		20 Human Resource Planning » 26   Inputs:    EEF, OPA, Proj. mgt. plan (activity resource requirements) Tools & techniques:     Organizational charts and positiion descriptions, Networking, Organizational theory Outputs:     Roles and responsibilities, Proj. organization charts, Staffing mgt. plan	26 Acquire Project Team » 17, 18, 19, 27   Inputs:    EEF, OPA, Roles and responsibilities, Proj. organization charts, Staffing mgt. plan Tools & techniques:     Pre-assignment, Negotiation, Acquisition, Virtual teams Outputs:     Project staff assignments, Resource availability, Staffing mgt. plan (updates) 27 Develop Project Team » 28   Inputs:    Proj. staff assignments, Staffing mgt. plan, Resource availability Tools & techniques:     General mgt. skills, Training, Team-building activities, Ground rules, Co-location, Recognition and rewards Outputs:     Team performance assessment	28 Manage Project Team » 37, 43   Inputs:    OPA, Project staff assignments, Roles and responsibiliities, Proj. organization charts, Staffing mgt. plan, Team performance assessment, Work performance information, Performance reports Tools & techniques:     Observation and conversation, Proj. performance appraisals, Conflict mgt., Issue log Outputs:     Requested changes Recommended corrective actions, Recommended preventive actions, OPA (updates), Proj. mgt. plan (updates)
I	ntegration Management	7	1 Develop Project Charter » 2, 4   Inputs:    Contract, SOW, EEF, OPA Tools & techniques:     Proj. selection methods, Proj. mgt. methodology, IS, Expert Judgment Outputs:     Project Charter 2 Develop Preliminary Project Scope Statement » 4, 5, 23   Inputs:    Project Charter, SOW, EEF, OPA Tools & techniques:     Proj. mgt. methodology, IS, Expert Judgment Outputs:     Preliminary project scope statement	23 Develop Project Management Plan » 3, 4, 7, 9, 10, 13, 15, 21, 24, 26   Inputs:    Preliminary project scope statement, Proj. mgt. processes, EEF, OPA Tools & techniques:     Proj. mgt. methodology, IS, Expert Judgment Outputs:     Proj. mgt. plan	24 Direct and Manage Project Execution » 28, 29, 33, 34, 35, 36, 38, 39, 40, 41, 42   Inputs:    Proj. mgt. plan, Approved corrective actions, Approved preventive actions, Approved change requests, Approved defect repair, Validated defect repair, Admin. closure procedure Tools & techniques:     Proj. mgt. methodology, IS Outputs:     Deliverables, Requested changes, Implemented change requests, Implemented corective actions, Implemented preventive actions, Implemented defect repair, Work performance information	34 Monitor & Control Project » 37   Inputs:    Proj. mgt. plan, Work performance information, Rejected change requests Tools & techniques:     Proj. mgt. methodology, IS, Earned value technique, Expert judgment Outputs:     Recommended corrective ations, Recommended preventive actions, Forecasts, Recoimmended defect repair, Requested changes 37 Integrated Change Control » 5, 23, 24, 33, 43   Inputs:    Proj. mgt. plan, Requested changes, Work performance information, Recommended preventive actions, Recommended corrective actions, Recommended defect repair, Deliverables Tools & techniques:     Proj. mgt. methodology, IS, Expert judgment Outputs:     Approved change requests, Rejected change requests, Proj. mgt. plan (updates), Proj. scope statement (updates), Approved corrective actions, Approved preventive actions, Approved defect repair, Validated defect repair, Deliverables	43 Close Project » 44   Inputs:    Proj. mgt. plan, Contract documentation (from Contract Administration), EEF, OPA, Work performance information, Deliverables Tools & techniques:     Proj. mgt. methodology, IS, Expert judgment Outputs:     Administrative closure procedure, Contractx closure procedure, Final product, service, or result, OPA (updates)
P	rocurement Management	6		7 Plan Purchases and Acquisitions » 8   Inputs:    EEF, OPA, Proj. scope statement, WBS, WBS dictionary, Proj. mgt. lan (risk register, risk-related contractual agreements, resource requirements, proj. schedule, activity cost estimates, cost baseline) Tools & techniques:     Make-or-buy analysis, Expert judgment, Contract types Outputs:     Procurement management plan, Contract statement of work, Make-or-buy decisions, Requested changes 8 Plan Contracting » 30   Inputs:    Procurement management plan, Contract statement of work, Make-or-buy decisions, Proj. mgt. plan (risk register, risk-related contractual agreements, resource requirements, proj. schedule, activity cost estimate, cost baseline) Tools & techniques:     Standard forms, Expert judgment Outputs:     Procurement documents, Evaluation criteria, Contract statement of work (updates)	30 Request Seller Responses » 31   Inputs:    OPA, Procurement management plan, Procurement documents Tools & techniques:     Bidder conferences, Advertising, Develop qualified sellers list Outputs:     Qualified sellers list, Procurement document package, Proposals 31 Select Sellers » 17, 18, 19, 22, 36, 37   Inputs:    OPA, Procurement mgt. plan, Evaluation criteria, Procurement document package, Proposals, Qualified sellers list, Proj. mgt. plan (risk register, risk-related contractual agreements) Tools & techniques:     Weighting system, Independent estimates, Screening system, Contract negotiation, Seller rating systems, Expert judgment, Proposal evaluation techniques Outputs:     Selected sellers, Contract, Contract mgt. plan, Resource availability, Procurement mgt. plan (updates), Requested changes	36 Contract Administration » 37, 43   Inputs:    Contract, Contract mgt. plan, Selected sellers, Performance reports, Approved change requests, Work performance information Tools & techniques:     Contract change control system, Buyer-conducted performance review, Inspections and audits, Performance reporting, Payment system, Claims administration, Records mgt. system, Information technology Outputs:     Contract documentation, Requested changes, Recommended corrective actions, OPA (updates), Proj. mgt. plan (procurement mgt. plan, contract mgt. plan updates)	44 Contract Closure » (43)   Inputs:    Procurement mgt. plan, Contract mgt. plan, Contract documentation, Contract closure procedure Tools & techniques:     Procurement audits, Records mgt. system Outputs:     Closed contracts, OPA (updates)
Q	uality Management	3		9 Quality Planning » 29, 37   Inputs:    EEF, OPA, Proj. scope statement, Proj. mgt. plan Tools & techniques:     Cost-benefit analysis, Benchmarking, Design of experiments, Cost of quality (COQ), Additional quality planning tools Outputs:     Quality mgt. plan, Quality metrics, Quality checklists, Process improvement plan, Quality baseline, Proj. mgt. plan (updates)	29 Quality Assurance » 37, 38   Inputs:    Quality mgt. plan, Quality metrics, Process improvement plan, Work performance information, Approved change requests, Quality control measurements, Implemented change requests, Implemented corrective actions, Implemented defect repair, Implemented preventive actions Tools & techniques:     Quality planning tools and techniques, Quality audits, Process analysis, Quality control tools and techniques Outputs:     Requested changes, Recommended corrective actions, OPA (updates), Proj. mgt. plan (updates)	38 Perform Quality Control » 37, 43   Inputs:    Quality mgt. plan, Quality metrics, Quality checklists, OPA, Work performance information, Approved change requests, Deliverables Tools & techniques:     Cause and effect diagram (Ishikawa diagrams / fishbone diagrams), Control charts (defect analysis, are process variables within acceptable limits, upper and lower +/- 3 sigma standard deviation), Flowcharting (consecutive boxes), Histogram (bar chart showing frequency of characteristics), Pareto chart (type of histogram ordered by frequency of occurrence / best defect analysis tool to guide corrective action by fixing problems causing the most defects first - 80/20 rules [i.e.: number of defective cases on Y, types of problems histogram on X), Run chart (trend analysis to predict future), Scatter diagram (determine relationship between 2 variables), Statistical sampling, Inspection, Defect repair review Outputs:     Quality control measurements, Validated defect repair, Quality baseline (updates), Recommended corrective actions, Recommended preventive actions, Requested changes, Recommended defect repair, OPA (updates), Validated deliverables, Proj. mgt. plan (updates)
R	isk Management	6		10 Risk Management Planning » 11, 18, 19   Inputs:    EEF, OPA, Proj. scope statement, Proj. mgt. plan Tools & techniques:     Planning meetings and analysis Outputs:     Risk mgt. plan 11 Risk Identification » 7, 12, 31   Inputs:    EEF, OPA, Proj. scope statement, Risk mgt. plan, Proj. mgt. plan Tools & techniques:     Documentation reviews, Information gathering techniques, Checklist analysis, Assumptions analysis, Diagramming techniques Outputs:     Risk register 12 Qualitative Risk Analysis » 13   Inputs:    OPA, Proj. scope statement, Risk mgt. plan, Risk register Tools & techniques:     Risk probability and impact assessment, Probability and impact matrix (PIM), Risk data quality assessment, Risk categorization, Risk urgency assessment Outputs:     Risk register (updates) 13 Quantative Risk Analysis » 14   Inputs:    OPA, Proj. scope statement, Risk mgt. plan, Risk register, Proj. mgt. plan (proj. schedule mgt. plan, proj. cost mgt. plan) Tools & techniques:     Data gathering and representation techniques, Quantitative risk analysis and modeling techniques Outputs:     Risk register (updates) 14 Risk Response Planning » 7, 31, 37, 41   Inputs:    Risk mgt. plan, Risk register Tools & techniques:     Strategies for negative risk or threats, Strategies for positive risks or opportunities, Strategy for both threats and opportunities, Contingent response strategy Outputs:     Risk register (updates), Proj. mgt. plan (updates), Risk-related contractual agreements		41 Risk Monitoring and Control » 37, 43   Inputs:    Risk mgt. plan, Risk register, Approved change requests, Work performance information, Performance reports Tools & techniques:     Risk reassessment, Risk audits, Variance and trend analysis, Technical performance measurement, Reserve analysis, Status meetings Outputs:     Risk register (updates), Requested changes, Recommended corrective actions, Recommended preventive actions, OPA (updates), Proj. mgt. plan (updates)
S	cope Management	5		4 Scope Planning » 5   Inputs:    EEF, OPA, Proj. charter, Preliminary proj. scope statement, Proj. mgt. plan Tools & techniques:     Expert judgment, Templates, forms, standards Outputs:     Proj. scope mgt. plan 5 Scope Definition » 3, 6, 7, 9, 10, 15, 21, 37   Inputs:    OPA, Proj. charter, Preliminary proj. scope statement, Proj. scope mgt. plan, Approved change requests Tools & techniques:     Product analysis, Alternatives identification, Expert judgment, Stakeholder analysis Outputs:     Proj. scope statement, Requested changes, Proj. scope mgt. plan (updates) 6 Create WBS » 7, 15, 21, 35, 37   Inputs:    OPA, Proj. scope statement, Proj. scope mgt. plan, Approved change requests Tools & techniques:     WBS templates, Decomposition Outputs:     Proj. scope statement (updates), WBS, WBS dictionary, Scope baseline, Proj. scope mgt. plan (updates), Requested changes		35 Scope Verification » 37, 40   Inputs:    Proj. scope statement, WBS dictionary, Proj. scope mgt. plan, Deliverables Tools & techniques:     Inspection Outputs:     Accepted deliverables, Requested changes, Recommended corrective actions 40 Scope Control » 37, 43   Inputs:    Proj. scope statement, WBS, WBS dictionary, Proj. scope mgt. plan, Performance reports, Approved change requests, Work performance information Tools & techniques:     Change control system, Variance analysis, Replanning, Configuration management system Outputs:     Proj. scope statement (updates), WBS (updates), WBS dictionary (updates), Scope baseline (updates), Requested changes, Recommended corrective actions, OPA (updates), Proj. mgt. plan (updates)
T	ime Management	6		15 Activity Definition » 16, 37   Inputs:    EEF, OPA, Proj. scope statement, WBS, WBS dictionary, Proj. mgt. plan Tools & techniques:     Decomposition, Templates, Rolling wave planning, Expert judgment, Planning component Outputs:     Activity list, Activity attributes, Milestone list, Requested changes 16 Activity Sequencing » 17, 37   Inputs:    Proj. scope statement, Activity list, Activity attributes, Milestone list, Approved change requests Tools & techniques:     Precedence diagramming method (PDM), Arrow diagramming method (ADM), Schedule network templates, Dependency determination, Applying leads and lags Outputs:     Proj. schedule network diagrams, Activity list (updates) Activity attributes (updates), Requested changes 17 Activity Resource Estimating » 7, 18, 20, 22, 37   Inputs:    EEF, OPA, Activity list, Activity attributes, Resource availability, Proj. mgt. plan Tools & techniques:     Expert judgment, Alternatives analysis, Published estimating data, Proj. mgt. software, Bottom-up estimating Outputs:     Activity resource requirements, Activity attributes (updates), Resource breakdown structure, Resource calendars (updates), Requested changes 18 Activity Duration Estimating » 19, 37   Inputs:    EEF, OPA, Proj. scope statement, Activity list, Activity attributes, Activity resource requirements, Resource calendars, Proj. mgt. plan (risk register, activity cost estimates) Tools & techniques:     Expert judgment, Analogous estimating, Paraetric estimating, Three-point estimates, Reserve analysis Outputs:     Activity duration estimates, Activity attributes (updates) 19 Schedule Development » 7, 22, 37, 39   Inputs:    OPA, Proj. scope statement, Activity list, Activity attributes, Proj. schedule network diagrams, Activity resource requirements, Resource calendars, Activity duration estimates, Proj. mgt. plan (risk register) Tools & techniques:     Schedule network analysis, Critical path method, Schedule compression, What-if scenario analysis, Resource leveling, Critical chain method, Proj. mgt. software, Applying calendars, Adjusting leads and lags, Schedule model Outputs:     Proj. schedule, Schedule model data, Schedule baseline, Resource requirements (updates), Activity attributes (updates), Proj. calendar (updates), Requested changes, Proj. mgt. plan (schedule mgt. plan updates)		39 Schedule Control » 37, 43   Inputs:    Schedule mgt. plan, Schedule baseline, Performance reports, Approved change requests Tools & techniques:     Progress reporting, Schedule change control system, Performance measurement, Proj. mgt. software, Variance analysis, Schedule comparison bar charts Outputs:     Schedule model data (updates), Schedule baseline (updates), Performance measurements, Requested changes, Recommended corrective actions, OPA (pdates), Activity list (updates), Activity attributes (updates), Proj. mgt. plan (updates)

Legend

ACWP	Actual cost of work performed
ADM	Activity diagramming method
BAC	Budget at completion
BCR	Benefit cost ratio
BCWP	Budget cost of work performed
BCWS	Budget cost of work scheduled (Planned value)
CPI	Cost performance index
CPIF	Cost plus incentive fee
CPF	Cost plus fee (fee increases with services rendered) --> aka: CPPC
CPFF	Cost plus fixed fee
CPPC	Cost plus percentage of cost
EAC	Estimate at completion
EEP	Enterprise environmental factors (org. culture, proj. mgt. information system, HR pool)
EMV	Expected monetary value Decision tree analysis (helps to show how to make a decision between alternatives).
ETC	Estimate to complete
EV	Earned value (aka: BCWP)
FFP	Firm fixed price
IS	Project management information system
MR	Management Reserve (cost estimating) The difference between the maximum funding and the end of the cost baseline is Management Reserve
OBS	Organizational breakdown structure Arranged according to an organization's existing departments, units, or teams. Activities are listed under each organizational unit.
OPA	Organization process assets (policies, procedures, standards, guidelines, defined processes, historical information, lessons learned)
PDM	Precedence diagramming method(activity sequencing technique) Method of constructing a project schedule network diagram that uses boxes or rectangles (nodes) to represent activities and connects them with arrows that show the dependencies. Also called "Activity-on-node (AON)" 4 types of dependencies (or precedence relationships): - Finish-to-start (most common: initiation of successor activity depends upon the completion of the predecessor activity) - Finish-to-finish - Start-to-start - Start-to-finish
PIM	Probability and impact matrix Risks are prioritized according to their potential implications for meeting the project's objectives (assessed against Cost, Time, Scope, Quality). Each risk is rated on its probability of occurring and impact on an objective if it does occur. The organization's thresholds for low, moderate or high risks are shown in the matrix and determine whether the risk is scored as high, moderate, or low for that objective.
PV	Planned value (aka: BCWS)
RACI	Form of a RAM chart (see: RAM)
RAM	Responsibility assignment matrix Example: RACI (Responsible, Accountable, Consult, Inform)
RBS	Risk breakdown structure Lists the categories and sub-categories within which risks may arise for a typical project. Remind participants of the many sources from which project risk could arise. A relative scale representing probability values from "very unlikely" to "almost certainty" could be used.
RBS	Resource breakdown structure Used to breakdown the project by types of resources.
SOW	Statement of Work
SPI	Schedule performance index
SV	Schedule variance
TCPI	To complete performance index (efficiency index)
WBS	Work breakdown structure

Formulas

EV (BCWP)	EV = BAC * ( WC / TW ) --> Work completed / Total work to be performed
CV (ACWP)	CV = EV - AC
CPI	CPI = EV / AC --> should be > 1
PV (BCWS)	PV = BAC * ( TP / TST ) --> Time passed / Total scheduled time
SV	SV = EV - PV
SPI	SPI = EV / PV --> should be > 1
ETC	ETC = BAC - EV
EAC	EAC = ETC + AC
TCPI	( BAC - EV / BAC - AC )
BCR	BCR = Benefit / Cost --> should be > 1

Definitions

Constrained optimization methods: Linear, Non-linear, Dynamic, Integer, Multiple object programming

Probability distributions: Beta (most common), Triangular, Normal, Uniform

Risk response strategies: S.E.E. vs. A.T.M. (Share vs. Transfer / Exploit (acceptance) vs. Avoid / Enhance vs. Mitigate)

Tuckman model: 5 stages of development --> Forming, Storming, Norming, Performing, Adjourning

Management strategies: Avoidance (use for non-critical periods to cool off), Competition (= forcing, win/lose), Compromising (lose-win/lose-win), Accommodation (lose/win, risk of losing credibility & influence in the future), Collaboration (win/win)

Contract types: FFP (lump sum, risk to buyer & seller), CPF (max risk to buyer, aka: CPPC), CPFF, CPIF, T&M (when you don't know the quantity of procured items)

Controlling quality: Prevention (eliminate errors) vs. Inspection (ensure compliance), Attribute sampling (compare results w/ standard) vs. variable sampling (measure degree of conformity), Common cause (predictable variations) vs. special cause (removable non-inherent defects), Control limits (expected variation via mean of a normal distribution) vs. tolerances (acceptable range)

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