BICSI RTPM cheat sheet
BICSI RTPM · Keep the key ideas within reach.
ICT Project Management
Work Breakdown Structure (WBS) decomposes scope into deliverable-oriented work packages; the lowest level is the work package, sized so it can be estimated, scheduled, and assigned to one accountable owner.
Critical path method: forward pass sets early start/finish, backward pass sets late start/finish; total float = LS − ES = LF − EF; the critical path is the longest-duration path and has zero total float.
PERT expected duration = (O + 4M + P) / 6, where O = optimistic, M = most likely, P = pessimistic; standard deviation = (P − O) / 6.
Earned value formulas: CV = EV − AC; SV = EV − PV; CPI = EV / AC; SPI = EV / PV; EAC = BAC / CPI when current cost performance is expected to continue; VAC = BAC − EAC; TCPI = (BAC − EV) / (BAC − AC).
Schedule compression: crashing adds resources to critical-path activities for cost; fast-tracking overlaps sequential activities and raises rework risk. Neither changes project scope.
Cost of quality = prevention + appraisal + internal failure + external failure costs; rework is an internal failure cost, while warranty claims are an external failure cost.
Risk response by exposure: avoid, mitigate, transfer (insurance, bonds, warranties), or accept for threats; exploit, enhance, share, or accept for opportunities; the risk register records owner, probability, impact, and response.
Change control: any change to scope, schedule, or cost passes through the change control board and, if approved, updates the baseline plus the change log; unapproved work is not gold plating and is not added to scope.
RACI matrix assigns each task exactly one Accountable role; Responsible does the work, Consulted is engaged before decisions, Informed is notified after - multiple Accountable roles per task create ambiguity.