PMP Tools, Templates & Quick Reference
CΓ΄ng cα»₯, MαΊ«u & TΓ i liα»u Tham khαΊ£o Nhanh PMP
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π’ EVM Formula Reference Card
Complete EVM Reference
ββ THREE KEY VALUES βββββββββββββββββββββββββββββββββββββ
PV = Planned Value (BCWS) β budgeted cost of work scheduled
EV = Earned Value (BCWP) β budgeted cost of work performed
AC = Actual Cost (ACWP) β actual cost of work performed
BAC = Budget At Completion (total project budget)
ββ VARIANCES ββββββββββββββββββββββββββββββββββββββββββββ
CV = EV - AC (+ve=under budget β, -ve=over budget β)
SV = EV - PV (+ve=ahead β, -ve=behind β)
ββ PERFORMANCE INDICES βββββββββββββββββββββββββββββββββ
CPI = EV / AC (>1=under budget β, <1=over budget β)
SPI = EV / PV (>1=ahead β, <1=behind β)
ββ FORECASTS ββββββββββββββββββββββββββββββββββββββββββββ
EAC = BAC / CPI (typical β past performance continues)
EAC = AC + ETC (re-estimating remaining work)
EAC = AC + (BAC - EV) (one-time variance, work at planned rate)
EAC = AC + (BAC-EV)/CPI (both cost and schedule impact future)
ETC = EAC - AC (estimate to complete)
VAC = BAC - EAC (+ve=under, -ve=over)
TCPI= (BAC-EV)/(BAC-AC) (performance needed to meet BAC; >1=harder)
ββ COMMUNICATIONS βββββββββββββββββββββββββββββββββββββββ
Channels = n(n-1)/2 (n = number of stakeholders)
βοΈ Conflict Resolution β Thomas-Kilmann
| Mode | Assertiveness | Cooperativeness | When to Use | PMP Preference |
|---|---|---|---|---|
| Collaborate (Problem-Solve) | High | High | Important issues, time available, relationship matters | β BEST β addresses root cause, win-win |
| Compromise | Medium | Medium | Both parties make concessions, time limited | Acceptable β partial win for both |
| Accommodate (Smooth) | Low | High | Issue not important to you, relationship matters | Use carefully β doesn't resolve underlying conflict |
| Force (Direct) | High | Low | Emergency, safety, compliance non-negotiable | Avoid except for compliance/safety |
| Withdraw (Avoid) | Low | Low | Cooling off, gathering more info needed | β οΈ WORST β conflict will resurface |
π Tuckman Team Development Stages
| Stage | Team Behavior | PM Leadership Style | Agile Parallel |
|---|---|---|---|
| Forming | Polite, uncertain, dependent on PM | Directing (S1): clear goals, rules, structure | Sprint 1 team kickoff |
| Storming | Conflict, resistance, power struggles | Coaching (S2): support + direction, facilitate conflict | Cross-functional friction, prioritization debates |
| Norming | Cohesion, collaboration, agreed norms | Supporting (S3): encourage, validate, step back | Team retrospectives improving the process |
| Performing | High performance, self-directed, trusting | Delegating (S4): remove blockers, minimal intervention | High-velocity sprints, team self-organizes |
| Adjourning | Closure, recognition, transition | Celebrating + releasing: recognize, archive, close | Sprint retrospective at project closure |
π― Situational Leadership β Hersey-Blanchard
| Development Level | Competence | Commitment | Leadership Style | Example |
|---|---|---|---|---|
| D1 β Enthusiastic Beginner | Low | High | S1 β Directing: Tell them what/how/when | New graduate hire, Day 1 |
| D2 β Disillusioned Learner | Low-Medium | Low | S2 β Coaching: Explain + support, two-way | Junior after first big failure |
| D3 β Capable but Cautious | High | Variable | S3 β Supporting: Involve, listen, encourage | Mid-level dev unsure about new tech |
| D4 β Self-Reliant Achiever | High | High | S4 β Delegating: Trust, give autonomy, observe | Senior engineer, domain expert |
β‘ Risk Response Strategies
| THREATS (Negative Risks) β ATMES | ||
|---|---|---|
| Strategy | Approach | Example |
| Avoid | Eliminate the risk by changing plan | Use proven tech instead of experimental |
| Transfer | Shift risk to third party | Buy cyber insurance; outsource high-risk module |
| Mitigate | Reduce probability or impact | Extra testing, backup resource, mock server |
| Escalate | Risk outside PM authority | Regulatory change affecting org strategy |
| Accept | Acknowledge (passive or active with reserve) | Set contingency budget; minor bug: accept + fix later |
| OPPORTUNITIES (Positive Risks) β ESEA | ||
|---|---|---|
| Strategy | Approach | Example |
| Exploit | Ensure the opportunity happens | Assign best team to high-value feature |
| Share | Partner to maximize opportunity | Joint dev with partner for shared benefit |
| Enhance | Increase probability or impact | Add resources to speed up high-value delivery |
| Escalate | Opportunity beyond PM authority | Strategic market expansion |
| Accept | Take it if it comes, no investment | Market opportunity: if it comes, great |
π Contract Types Reference
| Type | Subtype | Who Bears Cost Risk | When to Use |
|---|---|---|---|
| Fixed Price | FFP | Seller | Well-defined scope |
| FPIF | Seller (with incentive) | Motivate performance above target | |
| FP-EPA | Seller (inflation adjusted) | Multi-year contracts | |
| Cost Reimbursable | CPFF | Buyer | Uncertain scope, R&D |
| CPIF | Buyer (shared savings) | Motivate cost control | |
| CPAF | Buyer (subjective bonus) | Quality-subjective work | |
| Time & Materials | T&M | Shared (buyer controls) | Staff augmentation, uncertain duration |
𧩠PMBOK 7 β 12 Principles Quick Reference
| # | Principle | Core Idea |
|---|---|---|
| 1 | Stewardship | Act as a responsible steward β ethical, trustworthy, aligned with org values |
| 2 | Team | Build high-performing team culture. Diversity, collaboration, mutual respect. |
| 3 | Stakeholders | Engage stakeholders proactively. Negative stakeholders too. |
| 4 | Value | Continuously evaluate and align work with business value. |
| 5 | Systems Thinking | Projects are parts of larger systems. Understand context and interdependencies. |
| 6 | Leadership | Demonstrate leadership behaviors. Servant leadership is the default. |
| 7 | Tailoring | Adapt approach to context. No one-size-fits-all. |
| 8 | Quality | Build quality in; prevent rather than inspect. |
| 9 | Complexity | Navigate complexity with systems thinking and adaptive approaches. |
| 10 | Risk | Manage threats and opportunities proactively throughout. |
| 11 | Adaptability & Resiliency | Build the ability to change quickly; recover from setbacks. |
| 12 | Change Management | Enable organizational adoption to realize benefits. |
π Agile Ceremonies Quick Reference
| Ceremony | Frequency | Duration (2-wk sprint) | Purpose | Key Output |
|---|---|---|---|---|
| Sprint Planning | Start of sprint | Up to 4 hours | Select + plan sprint work | Sprint Goal + Sprint Backlog |
| Daily Standup | Daily | 15 minutes | Sync, identify blockers | Impediment list, coordination |
| Sprint Review | End of sprint | Up to 2 hours | Demo to stakeholders, get feedback | Accepted PBIs, updated backlog |
| Sprint Retrospective | End of sprint | Up to 1.5 hours | Process improvement | Action items for next sprint |
| Backlog Refinement | Ongoing | Up to 10% sprint time | Groom, estimate, prioritize | Ready backlog items |
π§ Exam Brain Dump Template
Write this on your scratch paper at the START of the exam before reading question 1.
Exam Brain Dump β Write on Scratch Paper First
ββ EVM FORMULAS βββββββββββββββββββββββββββββββββββββββββ
CV=EV-AC SV=EV-PV CPI=EV/AC SPI=EV/PV
EAC=BAC/CPI ETC=EAC-AC VAC=BAC-EAC TCPI=(BAC-EV)/(BAC-AC)
ββ CHANNELS βββββββββββββββββββββββββββββββββββββββββββββ
n(n-1)/2
ββ CONFLICT MODES (bestβworst) ββββββββββββββββββββββββββ
Collaborate > Compromise > Accommodate > Force > Withdraw
ββ TUCKMAN ββββββββββββββββββββββββββββββββββββββββββββββ
Forming β Storming β Norming β Performing β Adjourning
ββ LEADERSHIP STYLES (Hersey-Blanchard) βββββββββββββββββ
D1βS1(Direct) D2βS2(Coach) D3βS3(Support) D4βS4(Delegate)
ββ RISK: THREATS / OPPORTUNITIES βββββββββββββββββββββββ
Threats: Avoid, Transfer, Mitigate, Escalate, Accept
Opport: Exploit, Share, Enhance, Escalate, Accept
ββ CONTRACT TYPES ββββββββββββββββββββββββββββββββββββββββ
FP: Seller risk | CR: Buyer risk | T&M: Shared risk
FFP FPIF FP-EPA | CPFF CPIF CPAF | T&M
ββ POWER/INTEREST GRID ββββββββββββββββββββββββββββββββββ
High Power/High Interest β Manage Closely
High Power/Low Interest β Keep Satisfied
Low Power/High Interest β Keep Informed
Low Power/Low Interest β Monitor
ββ STAKEHOLDER ENGAGEMENT LEVELS βββββββββββββββββββββββ
Unaware β Resistant β Neutral β Supportive β Leading
ββ QUALITY ββββββββββββββββββββββββββββββββββββββββββββββ
QA = process audit (proactive)
QC = product inspection (reactive)
Prevention < Appraisal < Internal failure < External failure (cost order)
ββ ADKAR ββββββββββββββββββββββββββββββββββββββββββββββββ
Awareness β Desire β Knowledge β Ability β Reinforcement
ββ GOLEMAN EI βββββββββββββββββββββββββββββββββββββββββββ
Self-awareness, Self-regulation, Motivation, Empathy, Social skills
ββ AGILE CEREMONIES βββββββββββββββββββββββββββββββββββββ
Sprint Planning | Daily Standup | Sprint Review | Retrospective | Refinement
π Official Study Resources
| Resource | Purpose | Priority |
|---|---|---|
| PMBOK Guide 7th Edition | Foundation β 12 Principles + 8 Domains | βββ Essential |
| PMP Exam Content Outline (ECO) | Official exam blueprint | βββ Essential |
| Agile Manifesto | Agile values and principles | ββ Important |
| Scrum Guide (2020) | Scrum framework reference | ββ Important |
| PMI Disciplined Agile | Methodology selection framework | β Supplementary |
| PMI Code of Ethics | Professional conduct standard | ββ Important |