PMI-CP cheat sheet

Construction lifecycle phases typically run initiation/feasibility, design, procurement, construction, commissioning and handover, then closeout; each phase ends with a gate or approval before the next begins.

The scope-schedule-cost triangle is constrained by quality and safety; an approved change to any one dimension requires impact assessment on the others before implementation.

A work breakdown structure is deliverable-oriented and follows the 100% rule: child elements must sum to the parent scope, with no scope omitted or added.

Earned value formulas: CV = EV - AC; SV = EV - PV; CPI = EV / AC; SPI = EV / PV; when future performance mirrors the past, EAC = BAC / CPI.

The critical path is the longest duration path through the network; it determines the minimum project duration and normally has zero total float.

Common delivery methods are design-bid-build, design-build, construction manager at risk, and integrated project delivery; each allocates design and construction risk differently.

Change control requires a documented request, cost and schedule impact assessment, authorized approval, and only then execution and baseline update.

Quality assurance focuses on process prevention, while quality control focuses on inspection and testing; an inspection and test plan defines hold points and acceptance criteria.

The hierarchy of controls for construction safety is elimination, substitution, engineering controls, administrative controls, and personal protective equipment, in that order of preference.

Power-interest grid decision rule: high power and high interest are managed closely; high power and low interest are kept satisfied; low power and high interest are kept informed; low power and low interest are monitored.

Communication channel count among n stakeholders equals n(n - 1) / 2; adding stakeholders increases complexity non-linearly.

RACI rule: exactly one person is accountable for each deliverable; responsible people do the work; consulted parties give input before decisions; informed parties receive updates after.

Tuckman team development stages are forming, storming, norming, performing, and adjourning; leadership style should shift as the team matures.

Conflict modes are collaborating, compromising, accommodating, competing, and avoiding; collaborating fits important issues when time and trust allow.

Escalation rule: resolve issues at the lowest competent level; escalate when the issue exceeds the local authority, resource, or scope threshold.

Organization structure affects project manager authority: functional is lowest, weak matrix is low, balanced matrix is moderate, strong matrix is high, and projectized is highest.

Interface management tracks design-to-construction and trade-to-trade dependencies in a matrix so gaps, clashes, and handoff delays are visible and owned.

A stakeholder engagement plan records stakeholder interests, current and desired engagement level, key messages, channels, frequency, and responsible owner.

Lump-sum or fixed-price contracts place cost and quantity risk on the contractor, so complete and unambiguous drawings and specifications are essential.

Cost-plus contracts reimburse allowable actual cost plus an agreed fee; the owner bears cost risk and needs audit rights and cost controls.

Guaranteed maximum price contracts are cost-reimbursable with a ceiling; costs above the GMP belong to the contractor unless the owner approves a change.

Time and materials contracts pay agreed labor rates and material costs; they suit uncertain quantities, with the owner bearing quantity risk.

Risk allocation principle: assign each risk to the party best able to manage or absorb it, and state that allocation explicitly in the contract.

Progress payments are based on measured work; retention is withheld to protect the owner and released according to completion and defects-liability terms.

Bid, performance, and payment bonds are surety instruments, not insurance; performance bonds protect the owner if the contractor defaults.

Notice provisions are conditions precedent in many contracts; a claim may be time-barred if written notice is not given within the stated period.

A change order is a bilateral price-and-time agreement; a construction change directive is an owner-directed instruction to proceed before pricing is settled.

Risk management process: plan risk management, identify risks, perform qualitative and quantitative analysis, plan responses, implement responses, and monitor and control.

Expected monetary value equals probability times impact; the sum of risk EMVs provides a basis for contingency reserves.

Qualitative analysis uses a probability-impact matrix or heat map; a risk score is commonly probability multiplied by impact.

Threat responses are avoid, transfer, mitigate, and accept; opportunity responses are exploit, share, enhance, and accept.

Monte Carlo simulation runs many probabilistic iterations of cost or schedule inputs to produce a distribution and confidence levels such as P50 or P80.

Critical path method uses a forward pass for early dates and a backward pass for late dates; total float equals late start minus early start or late finish minus early finish.

Crashing adds resources or overtime to critical-path activities to shorten duration, usually increasing cost and risk.

Fast tracking overlaps activities that would normally be sequential, increasing coordination, rework, and quality risk.

Resource leveling resolves over-allocation and may extend duration or change the critical path; resource smoothing stays within existing float.