PMI PMI-SP : PMI Scheduling Professional Exam

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Exam Number : PMI-SP
Exam Name : PMI Scheduling Professional
Vendor Name : PMI
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PMI-SP exam Format | PMI-SP Course Contents | PMI-SP Course Outline | PMI-SP exam Syllabus | PMI-SP exam Objectives


The Project Management Institute (PMI) offers a professional credential for project schedulers, known as the PMI Scheduling Professional (PMI-SP). PMIs professional credentialing examination development processes stand apart from other project management certification examination development practices. PMI aligns its process with certification industry best practices, such as those found in the Standards for Educational and Psychological Testing.

Although many of the domains, tasks, knowledge, and skills outlined by the PMI-SP Examination Content Outline are also covered by the Practice Standard for Scheduling and PMBOK Guide, there are some that are unique to the PMI-SP Examination Content Outline. Candidates studying for the examination will certainly want to include the current edition of the Practice Standard for Scheduling and PMBOK Guide as two of their references, and would be well advised to read other current titles on project scheduling.

Schedule Strategy 14%
Schedule Planning and Development 31%
Schedule Monitoring and Controlling 35%
Schedule Closeout 6%
Stakeholder Communications Management 14%
Total 100%

Domain 1: Schedule Strategy (14% of examination)

Task 1 Establish project schedule configuration management policies and procedures incorporating best practices, regulations, governing standards and organization policies, and procedures to ensure accessibility, storage, retrieval, maintenance, change control, and baseline schedule control.

Task 2 Develop schedule approach, based on the unique characteristics of the project, including enterprise environmental factors and organizational process assets, in order to define schedule requirements.

Task 3 Establish scheduling policies and procedures regarding methodology, selection of a scheduling tool, scheduling parameters, performance thresholds, activity granularity, presentation format, earned value management (EVM) implementation, analysis techniques, and approval requirements by using resources such as organizational process assets and project documents in order to develop the schedule management plan and standardize operational procedures.

Task 4 Develop the scheduling-related components for project management plans (for example, integration, scope, cost, quality, resources, communication, risk, and procurement management), through review of contract requirements, in order to integrate scheduling activities into the overall project management process.

Task 5 Provide information about project scheduling objectives and goals, the role of the scheduler, and scheduling procedures to project team members to facilitate effective participation in the project.
Knowledge and Skills:
=> Applicable contract requirements, regulations, and governing standards
=> Schedule control processes (for example, baseline control, status update procedure, variance thresholds)
=> Scheduling development concepts (for examples, coding, work breakdown structures, organizational breakdown structure, resource breakdown structures)
=> Project charter

Domain 2: Schedule Planning and Development (31% of examination)

Task 1 Develop the work breakdown structure (WBS), organizational breakdown structure (OBS), control accounts (CA), and work packages through communication with subject matter experts and stakeholders and analysis of the contractual commitments in order to ensure completion of the project scope.

Task 2 Define activities and milestones through communication with subject matter experts, decomposition, and application of scheduling policies and procedures to identify and document the work to be performed.

Task 3 Estimate activity durations, utilizing subject matter experts and scheduling techniques such as three-point estimate, parametric, analogous and/or Program Evaluation and Review Technique (PERT) in order to develop an overall schedule model.

Task 4 Sequence activities, incorporating defined dependencies (internal, external, and cross programs) milestones, and constraints (for example, calendars, geography, contracts), in order to develop a logical, dynamic schedule model.

Task 5 Identify critical and near-critical path(s) using techniques such as Critical Path Method, Critical Chain, Program Evaluation and Review Technique (PERT), and Monte Carlo simulation in order to meet project delivery date requirements.

Task 6 Develop the project resource breakdown structure (RBS), determine resource availability, and assign resources to activities by working with functional managers, project managers, and project team members in order to define the resource constrained schedule.

Task 7 Adjust schedule model based upon resource availability, available budget, and other known constraints in order to calculate the resource constrained schedule.

Task 8 Align schedule with the overall program plan or integrated master plan (IMP), through review of enterprise objectives and contract documentation, in order to ensure accomplishment of overall program objectives.

Task 9 Analyze major milestones against statement of work (SOW), the contract, and/or memorandum of understanding, to assess whether schedule model delivery estimates meet required deadlines.

Task 10 Perform schedule risk analysis using quantitative tools or techniques (for example, what-if scenarios, Monte Carlo simulation) in order to determine if project milestone dates are achievable within acceptable risk tolerances.

Task 11 Obtain a consensus of the project customer, sponsor, project manager, and project team members, in order to establish an approved baseline schedule.

Task 12 Establish the Performance Measurement Baseline (PMB), using organizational processes and standard techniques, in order to enable performance measurement and management.

Knowledge and Skills:
=> Scope statements, including deliverables and deadlines
=> Work breakdown structure (WBS)
=> Organizational breakdown structure (OBS)
=> Resource breakdown structure (RBS)
=> Cost structure as related to schedule development
=> Activity definition
=> Activity execution techniques (duration/time, effort/work)
=> Dependency relationship types (Finish to Start, Start to Finish, Finish to Finish, Start to Start)
=> Leads and lags
=> Prioritization within the schedule model
=> Resource groups
=> Resource calendars
=> Resource allocation techniques
=> Activity Network Diagram (AND)
=> Precedence Diagramming Method (PDM)
=> Capacity requirements/resource requirements
=> Contingency reserve or buffer (funds, budget, or time)
=> Cost and schedule integration
=> Schedule baselining
=> Performance Measurement Baseline (PMB)
=> Inter-project Dependencies
=> Milestone definition
=> Schedule model components
=> Schedule risk-assessment techniques (for example, Monte Carlo simulation, PERT)

Domain 3: Schedule Monitoring and Controlling (35% of examination)

Task 1 Collect activity status at defined intervals from activity owners via reports, meetings, inspections, or other standard procedures in order to update and review the project progress.

Task 2 Collect resource information and updates via reports, timesheets, meetings, inspections, or other standard procedures in order to report on resource utilization and availability.

Task 3 Perform schedule analysis and audit, on in-house and subcontractor schedules, using industry standards, guidelines and best practices in order to identify and report project schedule, status, changes, impacts or issues.

Task 4 Identify alternative project execution options, using tools and techniques such as what-if scenario analyses, in order to optimize the schedule.

Task 5 Incorporate approved risk mitigation activities into the schedule, by utilizing defined change control processes, in order to establish a new performance measurement baseline (PMB).

Task 6 Update the schedule model and document schedule baseline changes, received through formal change-control processes, in order to maintain an accurate schedule and facilitate forensic schedule analysis, if required.

Knowledge and Skills:
=> Progress measurement techniques (for example, percent complete, actual/remaining duration, estimate to complete)
=> Industry standards, guidelines, and best practices with respect to activity status update frequency, format, and content
=> Metrics to monitor, analyze, and control the schedule
=> Cost and schedule reserve analysis
=> Activity prioritization
=> Available data, logical data organization/relationships within data elements
=> Electronic file storage and retrieval standards
=> Resource breakdown structure (RBS)
=> Resource calendars
=> Resource groups
Resource allocation techniques
=> Schedule risk analysis
=> Project schedule change control
=> Reserve analysis
=> Knowledge of ongoing audit analysis
=> Activity Network Diagram (AND)
=> Precedence Diagramming Method (PDM)
=> Schedule risk assessment techniques (for example, Monte Carlo simulation, Program and Evaluation Review Technique [PERT]) Schedule and cost variance management

Domain 4: Schedule Closeout (6% of examination)

Task 1 Obtain final acceptance of the contractual schedule components, by working with sponsor and/or customer, in order to facilitate project closeout.

Task 2 Evaluate final schedule performance against baseline schedule, scheduling approach and the implementation, using standard scheduling tools and techniques, including solicitation of feedback from stakeholders, in order to identify lessons learned and develop best practices.

Task 3 Update the organizational process assets, through documentation of identified lessons learned and best practices, in order to Boost business processes.

Task 4 Distribute final schedule reports, including earned value management (EVM) calculations and variance analysis, to stakeholders in order to facilitate project closeout.

Task 5 Archive schedule files (for example, final schedule model, schedule management plan, periodic status reports, schedule change log), as per defined procedures in order to satisfy contractual requirements and prepare for potential forensic schedule analysis.

Knowledge and Skills:
=> Contractual schedule components
=> Schedule close-out procedures
=> Feedback techniques
=> Schedule review techniques
=> Schedule issue management
=> Transition planning

Domain 5: Stakeholder Communications Management (14% of examination)

Task 1 Develop and foster relationships with project stakeholders, consistent with the communication management plan, in order to enhance support for the project schedule.

Task 2 Generate and maintain visibility of project schedule, by working with the project manager and/or stakeholders, in order to maintain stakeholder support.

Task 3 Provide senior management and other stakeholders with verbal and written schedule status updates and impact on schedule of corrective actions, as defined by the communication management plan, in order to maintain stakeholder awareness.

Task 4 Communicate schedule issues that could impact delivery of project scope or adherence to the schedule management plan, in order to elevate awareness to relevant stakeholders.

Knowledge and Skills:
=> Targeting communications to senior management
=> Methods and techniques used to maintain visibility of project schedule Elements of the communication management plan Oral and written communication tools and techniques
=> Targeting communications to intended audience
=> Presentation tools and techniques
=> Negotiation
=> Facilitation
=> Cultural sensitivity and diversity
=> Conflict resolution
=> Project life cycle
=> Stakeholder-impact analysis
=> Change management/control
=> Scheduling terminology
=> Organizational process assets
=> Project management software
=> Project management information systems
=> Schedule documentation and reporting techniques
=> Scheduling data management procedures (for example, archiving, storage, retrieval)
=> Estimation techniques (for example, analogy based estimation, parametric estimation, historical data, expert estimation)
=> Scheduling methods (for example, critical path method, critical chain, linear, agile)
=> Scheduling techniques (for example, resource leveling, schedule compression, simulation)
=> Earned Value Management (EVM)
=> Gantt Charts
=> Quantitative and qualitative schedule analysis (for example, schedule performance index, baseline execution index, float analysis)
=> Problem-solving tools and techniques
=> Contract schedule requirements



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Chuck Palumbo On Why He Left WWE In 2004 And 2008 | PMI-SP boot camp and Free exam PDF

On today’s episode of The Wrestling Inc. each day, Wrestling Inc. Managing Editor Nick Hausman sat down with former WCW and WWE Tag group Champion Chuck Palumbo. Palumbo had a short stint in WCW before his two runs in WWE in the early-to-mid 2000s. Palumbo published why he left WWE in 2004 and once again in 2008.

“the first time, it truly wasn’t my option. I didn’t need to, but they weren’t doing anything else with me,” Palumbo mentioned. “They did for ages, however then it received cut short. i thought the FBI stuff was first rate. during this enterprise, it’s type of weird. One or two individuals, their opinion of you could regularly dictate your profession.

“I’ve instructed people this in the past. One or two opinions of an individual can dictate their career. Did that play a part? I don’t know, but it surely wasn’t figuring out for me at that factor. I went to Mexico metropolis. I went to Japan. It turned into staggering, and then they requested me to return returned in ’06. I came again, and for probably the first six months or so, I sat at home. They didn’t even use me.

“They paid me to sit down home, after which I eventually all started to use the bike gimmick. I signed a two-yr deal in ’06. I knew in my gut that that become going to be it for me. I didn’t wish to live from now on than that, unless things were in reality decent. I knew I had both-yr deal. i tried to do the top of the line I may with it, however I all started planning at that element for my future.”

earlier than pro wrestling, Palumbo joined the U.S. Navy and Hausman requested how that prepared him for pro wrestling.

“I did four years within the Navy,” Palumbo stated. “Making that transition from, I say, a citizen or a civilian to an enlisted defense force person, it’s a big transition. undoubtedly, you move through boot camp, then you exit and also you do your job. I enlisted late ’91, on the time still living in Rhode Island. i wished to exit to California, and that changed into my ticket out to California. be a part of the Navy, despatched me to San Diego for boot camp, after boot camp in San Diego, they set me as much as significant California, the San Joaquin Valley enviornment base known as Lemoore.

“To lower back it up a bit, they despatched me to school first. i used to be an aviation mechanic. Having the mechanical history, it labored. So grew to become an aviation mechanic. They sent me to my first squadron. I begun working on the F-18. on the time, it became the C and D models. That squadron decommissioned, then I went right down to San Diego. You understand the film correct Gun?

“i used to be stationed at that base, Miramar, and what i might do became six months a 12 months, my squadron would be stationed there, and then the other six months, my squadron would fly out and we would dwell on the U.S.Carl Vinson, which is a nuclear-powered aircraft service. and that i would go out to the Gulf for six months, work on that. I worked on the flight deck as a plane captain, then we come lower back on the end of that six-month deal, be domestic for six months after which go again out.”

Hausman noted that that subculture, like professional wrestling’s, can be taxing.

“The biggest fight for me, I feel, was probably being out at sea for that lengthy,” Palumbo admitted. “You go into ports right here and there, but you’ll be out at sea for six, seven, eight weeks at a time. that may get complicated but super lifestyles experience. undoubtedly, working challenging. There’s certainly not a time off, until you’re in port. so that you do 12-hour shifts.

“definitely, engaged on the flight deck, very excessive-possibility job. It’s a kind of lifestyles builders, and i don’t wish to sound like a recruiting commercial, but at the identical time, it form of prepares you for what’s subsequent in lifestyles. It’s a pretty good stepping stone.”

which you could locate greater from Chuck Palumbo with the aid of journeying his new YouTube channel Chuck Of All Trades! you can locate the total audio and video from Chuck’s interview below:




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