Planning and Analysis
The Planning and Analysis domain tests whether you can turn objectives into an executable, evidence-based plan. Expect questions on scope definition, work breakdown, dependencies, stakeholders, risk, and the difference between analysis and advocacy.
Core rules
- Define scope as included and excluded deliverables; an unclear exclusion is a future dispute.
- Decompose work into manageable components with clear ownership and acceptance criteria.
- Identify dependencies and float; the critical path is the longest dependent path and drives the earliest finish.
- Analyze stakeholders by interest, influence, and impact, then choose engagement, not just a list.
- Assess risk with likelihood, impact, and detectability; record triggers and owners.
- Trace requirements to design, delivery, and acceptance so nothing is lost.
Worked example
A launch has a fixed date. The critical path is nine weeks, and the date allows ten. A vendor dependency has two weeks of float. If the vendor slips three weeks, it consumes the float and adds one week to the critical path, so the launch date is at risk unless scope, resources, or sequence changes. The correct response is to analyze options and escalate with evidence, not to assume the date is safe because the vendor is not critical.
Traps that cost marks
Planning only for the best case; treating float as slack for any task; engaging only high-power stakeholders; confusing a risk cause with a risk event; and presenting analysis without a recommendation. Analysis should end in a decision or a clear decision request.
Exam habit
Separate facts, assumptions, and estimates. State the impact on scope, time, cost, quality, or benefits, then name the trade-off.