Brain Dump 1

8/18/2019 Brain Dump 1

1/8

brain dump.

a) Brain dump may consist of the following –

• formulas

• list of names

• mnemonics, doodles, or mindmap(s)

• complete names of gurus (you may get questions with wrong first name in theoptions, for instance John Juran)

• anything that you find difficult to remember

b) Write formulas even if you know them well. It just saves the time to recall themduring the eam and might avoid an occasional confusion

c) Write important things from PMBOK syllabus first, followed by points related tooutside areas! discovered during practice e"ams. !his is because if you are notable to complete brain"dump in the stipulated time window then you end up leaving out#low ris$% points& !his is better than leaving out things from syllabus, li$e formulas& I gotto write only about ' of my brain"dump during the *+ minutes I got&

d) ou don!t need to have a structure to your brain"dump& !he goal is to write downas much of it as possible during the short time window of *-"*.minsyou get just beforethe eam begins

e) /tart creating your brain"dump in the last week leading up to your e"am& !his

is when you are pretty much done with the studies and grey areas are apparent&

f) #0ownload% brain"dump on to the scratch paper given to you at 1rometric center,during the * minutes window you get to understand eam software interface&

#ip2 3a$e sure you have enough space left on the scratch paper to do actualcalculations after writing brain"dump, because if you as$ for another paper 1rometricstaff will ta$e away the first one4

5emember that your typical brain"dump is very terse, lot of it would ma$e sense only toyou& Just to illustrate the point, here is my brain dump& ou may have to connect dots at

few places to ma$e sense out of it, and this is how it loo$s& 3a$e sure you create yourown brain dump, which would be most beneficial to you&

$ere we go.

%ote2 !his is a crudely formatted one& !he reason is because that is how brain dump is&Jotted in a matter of minutes on a piece of paper& /ince even I cannot understand my


2/8

handwriting well, I am typing my brain"dump instead of showing a picture of it written ona piece of paper&

6arned 7alue 3anagement8888888–

67 9 B:; < complete67 9 17 < complete (any point during project eecution)

679B;=1 (budgeted cost of wor$ performed)179B;=/ (budgeted cost of wor$ scheduled)

:;9:;=1 (actual cost of wor$ performed)

/7 9 67"17 > - is good/1I 9 67?17 > * is ahead of schedule

;7 9 67":; > - is good

;1I 9 67?:; > * is under budget

17 9 /7?(/1I"*) :; 9 ;7?(;1I"*)88

6:; 9 :;@bottom"up 6!; 2 when initial estimates are flawed6:; 9 :;@(B:;"67) 2 when 6!; is predicted to be done at budgeted rate (:!1I;:A)6:; 9 B:;?;1I 2 when 6!; is epected at current ;1I (typical)6:; 9 :;@(B:;"67)?(/1I


3/8

D of communication message is contained in words+E in vocal pitch in body language

:lbert 3ehrabian%s boo$ F/ilent 3essageG

8888"!6:3 stages – !uc$man (Jensen) Aadder formingstormingnormingperformingadjourning

Huture value 1resent value888888888"H7 9 17 (*@r)C 2 r9rate of interest, C9number of time periods

17 9 H7?(*@r)CC17 2 higher the better C17 > - investment will add value, accept the project

Internal rate of return, I55 2 Bigger the better Benefit ;ost 5ation, B;5 2 Bigger the better 1aybac$ period2 Aesser the better 2 !his is nothing but Brea$even period1aybac$ period9Cet investment?:vg annual cash flow

8888"1robability distribution

88888888165!2 Cormal2 (K@3


4/8

5ough Krder of 3agnitude (5K3) ". to @DBudget 6stimate "*- to @.0efinitive6stimates " to @*-8888"5emember, 56!P5C 9 Cet Income Before !a (CIB!) =or$ing ;apital 9 ;urrent :ssets – ;urrent Aiabilities

0iscounted cashflow 9 ;ashflow < 0iscount factor 8888"

;ontract related formulas88888888"/avings 9 !arget cost – :ctual costBonus 9 /avings


5/8

67: 9 Cet Kperating 1rofit :fter !a – ;ost of ;apital (5evenue – Kp& 6p – !aes) –(Investment ;apital U ;ost of ;apital)67:2 6conomic 7alue :dd Benefit 3easurement – Bigger is better

/ource /election 9 (=eightage U 1rice) @ (=eightage U Ouality)

8888"!ypes of powers of 132Aegitimate5eward6pert5eferent;oersive?1unishment8888"3otivational theories8888888VertTbergs highgyene"motivation

3aslow%s hierarchy of needs3cWregor !heory U, Q ? X(assurance of permanent job position)3c;lelland%s Ceed !heory7ictor 7room 6pectance theory8888888

1eter 1rinciple9Valo effect8888888

range of variance on a budgetary estimate can be from "*- to @.&

88888888888881aul Versey?Yen blanchard%s /ituational continuum?leadershipchange leadership style based on maturity of subbordinates?team&/*2 !ellingQ /.2 /ellingQ /+2 1articipatingQ /L2 0elegatingQ

system testing vs integration testing

/even Ouality 3gmt and ;ontrol tools(C1, 3:1 I!)8888888888888888Cetwor$ diagram101;

3atri diagram :ffinity diagram1rioritiTation 3etricsInterrelationship digraphs!ree diagram

D Basic Ouality !ools (/ee /ee /ee, Vusband and Hather 1laying /occer)8888888888888888888888


6/8

;hec$ sheet;ontrol chart;ause"and"effect diagramVistogramHlow chart

1areto chart/catter diagram

type II error – beta ris$ :;!I7I! KC :55K=?arrow diagramming method

3cYinsey%s D/%s – 5obert V& =aterman, Jr& and !om 1etersVard 6lements/trategy/tructure/ystems

/oft 6lements/hared 7alues/$ills/tyle/taff

D reasons of conflicts on projects88888888888"scheduleproject priorities

human resourcestechnical opinions and performance trade"offsadministrative procedurespersnality conflictcost and budget

;onflict management style88888888"withdraw?avoidcompromisesmoothen?accomodate

collaboratingconfront?problem solvingforce

;ollaborating2 win?winQ;ompromising2 win some?lose someQ >> lose?lose

:ccommodating2 lose?winQ


7/8

;ompeting2 win?loseQ :voiding2 no winners?no losers

!est of Cormality1aired ;omparison :nalysis

opm+managemet by objectivecapability maturity modeltqm3errill and 5eid in their employee motivation theorypersonality traits2 driver, epressive, amiable, and analytical&

Joseph Juran2applied the 1areto principle to quality issuesFJuran%s !rilogyG2 quality planning, quality control, and quality improvement&

=& 6dwards 0eming

10;: – along with /hewart

1hilips ;rosby – 0I5H! (L principles)!he definition of quality is conformance to requirements (requirements meaning boththe product and the customer%s requirements)!he system of quality is prevention!he performance standard is Tero defects (relative to requirements)!he measurement of quality is the price of nonconformance

7ilfredo Hederico 0amaso 1aretoE-".- principle

Yaoru Ishi$awaroot"cause diagram2 fishbone

YJ 0iagram ()

=illiam Kuchi (jap)!heory X, permament job offer

Wenichi !aguchi0esign of eperiments

H&;& 3ooreF0elegation means assigning wor$ to the others and giving them authority to do soG

Kverlapping relationship/equential relationship3ulti"phase relationshipIterative relationship


8/8

1redictive?plan"drivenIterative and Incremental

:daptive?:gile

C17 is defined as2 !he difference between the present value of cash inflows and the

present value of cash outflows&

critical chain methd by 6liyahu 3& Woldratt!he critical path method (;13) is a project modeling technique developed in the late*S-s by 3organ 5& =al$er (of 0u1ont) and James 6& Yelley1ar$inson%s law is the adage which states that Fwor$ epands so as to fill the timeavailable for its completionG&/tudent%s syndrom – wor$ is done at the last moment before deadline

Wroup decision ma$ing criteria (BIC:3)8888888888

BrainstormingIdea?mind mappingCominal technique

:ffinity diagrams3ulti"criteria decision analysis

Hailure mode and effect analysis – H36:OH0 – quality function deployment (type of Hacilitated wor$shops)

0iscrete, :pportioned, Aevel of 6ffort – 637 effort types

marginal analysislifecycle costingdeming%s *L points

:53:>Tero sum processingissue log

shannon"weaver model of communication

code of ethics2 5espect, 5esponsibility, Vonesty, Hairness >>>> :spirational and3andatory

direct, indirect, fied, variable costs

Brain Dump 1

Documents

Transcript of Brain Dump 1